Stakeholder Management & Virtual Teams

1. Stakeholder Management& Virtual Teams PMI Honolulu - 2006 Cynthia Chamberlain & Yvonne Stutesman Managing Directors PM Nautics

2. Who is a Stakeholder? • Anyone who is potentially impacted by the project • Anyone who has an impact on the project.

3. Stakeholder Groups • Internal to the project • Internal to the company • External to the company

4. Stakeholder Management Identify Stakeholders Monitor Analyze Review Status & Iterate Classify/Map Stakeholders Record Needs Uncover Expectations Implement Actions Assess Achievability Agree Goals & Value Criteria Influence Negotiate Trade-offs

5. Stakeholder Analysis • Stakeholder Analysis is the technique used to identify the key people and focus the project team’s attention.

6. What is the process of analysis? • Identify all players involved or impacted by the project • Identify the possible impact on the project of each stakeholder • Identify the possible resistance level to the project of each stakeholder • Plot them on a chart AG

7. 4 Quadrant Analysis Zones of focus Audit High Impact HR/ Payroll Steering Committee Group Executive Line Management IT Business Mgrs Finance Staff Unions Low Impact Supportive Disruptive

8. Benefits • Focus attention to better leverage stakeholder power and influence • Identify possible risks up front • It is the preliminary ground work necessary for the Communication Plan

9. Stakeholder Matrix What do they know/ think about the project What they Gain from the project How are they impacted by the project What does the project need from them ? Stakeholder

10. Power / Interest Grid Keep Satisfied / Potentially Influencial Manage Closely / Key Players HR/ Payroll High Power Monitor / Marginal ( minimum effort ) Keep Informed / Affected Staff Low Power Low Interest High Interest Reference: Rachel Manktelow,

11. Power / Interest Grid Example Keep Satisfied Manage Closely HR/ Payroll • Lex Salamon High Power • Robert Lee • Melanie Singh Monitor ( minimum effort ) Keep Informed Staff • Stephanie Powers • Bill Brown Low Power Low Interest High Interest Reference: Rachel Manktelow,

12. HR IT Federal Govt. Finance Peter Reid Luke Jones Andrew Simons Shaun Peters Australia Unions Brian Smith South America James Russo Sue Niel North America Marketing Asia Engineering Stakeholder Map

13. Leadership Behaviour Green: Staunch / Trusted Support Force Leader Blue: Fairweathered Friend Red: Public Pain Opinion Leader Orange: Not Yet Tested Future Leader Role based power is inferred by relative position from the center (godlike) to the outside edge (serf) Shadow Stakeholders that need to Active Sniper Potential Sniper be carefully managed Stakeholder Map Legend

14. Virtual PM Skills • Education & Certification • Business Degree • PMP Certification • Prince 2 & MSP Certifications • Six Sigma Certification • Develop skills in virtual team management • Obtain feedback & references from remote team members & co-managers

15. Virtual PM Skills (cont.) • Become flexible / knowledgeable with various PM Methods • Update CV to focus on Virtual Team management & multiple PM methods

16. Managing Virtual Teams • Team Time zones • Holiday schedules • ( & the holiday meaning ) • Increased communication: • Increase frequency • Increase face to face

17. Cultural sensitivity • Work Environment • Work Ethic • Work Styles • Family focus • Personal space • Unacceptable clothing styles • Hand Gestures • Unacceptable word usage • How do remote staff view specific nationalities and their related work styles

18. Controlling Programme Progress • MBWA – Managing by walking around • Private meetings with individual members • More onsite meetings • Review deliverables • Have a 2nd in charge for the project

19. Controlling Programme Quality • Explicitly spell out shared responsibility and risk at company and individual level • More review of deliverables • Specific incentives – not necessarily money

20. Questions Contact Information Cynthia Chamberlain chamberlain@pmnautics.com