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Module 8 Obtaining Management Approval and Support

Module 8 Obtaining Management Approval and Support Session 8.1 Getting and Maintaining Management Approval and Support. Get Management Approval and Support. So you can take action So top management will take action when necessary. Steps in Securing Management Approval.

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Module 8 Obtaining Management Approval and Support

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  1. Module 8 Obtaining Management Approval and Support Session 8.1 Getting and Maintaining Management Approval and Support

  2. Get Management Approval and Support • So you can take action • So top management will take action when necessary

  3. Steps in Securing Management Approval 1. Review the proposed project implementation plan. 2. Verify resource commitments with heads of departments. 3. Determine who needs to give formal and informal approval. (Work with the project sponsor.) 4. Present to management and negotiate. 5. Revise plan as required. 6. Obtain sign-offs. 7. Develop a strategy for maintaining support. 8. Implement the strategy for maintaining support.

  4. Top Management Project Sponsor Project Manager Financing Agencies Functional Departments Who’s the Boss?

  5. Develop a Strategy for Obtaining Approval • Prepare presentation to management. • Practice delivery.

  6. Preparing Your Presentation • What are you trying to achieve? • Who is the audience?

  7. Elements of Good Presentation • 1. Make it logical. • Tell them what you’re going to tell them. • Tell them. • Tell them what you told them. • 2. Make it simple and orderly. Not This THIS

  8. Outline I. II. Such as: A. B. C. Elements of Good Presentation (continued) 3. Always summarize and make clear what action, if any, is required. 4. Check the logic of the outline to make sure it conveys a complete message. 5. Use the developed outline to jot down ideas for visuals.

  9. Phase IPurpose • To develop • specifications • To build proto- • type system • To demonstrate • quality • Phase I • Specification • Prototype • Quality This Not This • The Major Purpose of Phase I Planned Today • To try to develop a set of specifications that will allow implementations without too much risk • To build a prototype system that can be used to prove out the state-of-the-art nature of the program • To demonstrate that we have solved our factory problems relating to quality, which gave us trouble last year • Phase IPurpose • To develop • specifications • To build proto- • type system • To demonstrate • quality Not This This

  10. Guidelines for Computer Presentations, Overhead Transparencies, and Flipcharts • Use large type fonts. • Limit the number of ideas per chart. • Write talking points in pencil on flipcharts. • Consider covering transparency and exposing one idea at a time (progressive disclosure), or • Use the build technique in computer presentations. • Don’t read: explain, amplify, or give examples.

  11. Before the Presentation • Practice, practice, practice, especially • Transitions • Main points • Phrases to be remembered • Use of audiovisuals • Make sure the presentation room and equipment are ready.

  12. Steps in Securing Management Approval 1. Review the proposed project implementation plan. 2. Verify resource commitments with the heads of departments. 3. Determine who needs to give formal and informal approval. 4. Develop a strategy for obtaining approval. -Prepare the presentation to management. -Practice the delivery. 5. Present to management and negotiate. 6. Revise plan as required. 7. Obtain sign-offs. 8. Develop strategy for maintaining support. 9. Implement strategy for maintaining support.

  13. Presentation Hints • Define and post objectives. • Tell your audience where you are going. • Start with important points. • Talk to one man—do not “speech” it! • Be sensitive to audience reaction. • Do not read visuals. • Lead audience to visual’s format and meaning. • At the end, sum up your major points. • Show how the presentation met your posted objectives.

  14. Presentation Hints (continued) • If you believe it, say it strongly and convincingly. • If you do not believe it, do not say it! • On controversial points, be wise enough to cast some doubt on your wisdom. • Do not apologize for the status of the presentation. • When you are through—sit down!

  15. Influence Strategies Revisited 1. Approach discussions with • Mutual respect • Openness • Trust. 2. Seek mutual benefit. 3. Build rapport.

  16. Basics of Negotiation • Know your position. • Know the opposing position. • Be prepared.

  17. Elements of Negotiating 1. Cooperation 2. Something for everyone 3. Satisfaction of real needs 4. Common interests 5. A behavioral process Source: Arnold M. Ruskin and W. Eugene Estes, What Every Engineer Should Know About Project Management. 2nd ed., New York: Marcel Dekker, 1994.

  18. Preparing for Negotiations 1. Determine objectives. 2. Determine what you can give up. 3. Determine the other party’s real needs and constraints. 4. Prepare a tentative agenda for the negotiation. 5. Determine your image in the other party’s eyes. 6. Develop alternative solutions. 7. Be prepared with a worst-case alternative. 8. Anticipate the other person’s concerns and try to solve them. 9. Practice. Source: Arnold M. Ruskin and W. Eugene Estes, What Every Engineer Should Know About Project Management. 2nd ed., New York: Marcel Dekker, 1994.

  19. Critical Concepts for Relations with Top Management 1. Accessibility 2. Credibility 3. Visibility 4. Priority

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