Stakeholder Engagement

NOTE EDITORE

Strong stakeholder engagement is perhaps the most critical factor for achieving successful program execution in our fast-paced world. Many program managers get stuck in the "science" of program management, spending vast amounts of effort on tasks, charts, and metrics. Program managers who emphasize activities around relationship building and stakeholder engagement usually have the best chance for program success. This book focuses on how to engage your stakeholders in the right way, and keep them engaged throughout the course of your program.The first section of the book covers stakeholder engagement in the program definition phase, including how to identify key stakeholders, gain their trust, and build relationships through effective communication. The second section moves to the project execution phase. It explains how to drive stakeholder engagement through the use of performance metrics, effective meeting management, and informal program governance.In the last section, the author explains how to keep stakeholders engaged through the program closure phase. This section covers the operational readiness review, including transition plans, new process documentation and training, new technology rollout, and cultural readiness assessment. It also provides best practices and tips for holding the post-launch review and lessons learned session. The book concludes with a case study of a fictitious company, followed by discussion questions that allow you to apply the knowledge you have gained in this book.

SOMMARIO

ENGAGING STAKEHOLDERS AND SETTING EXPECTATIONS DURING PROGRAM DEFINITIONStakeholder Alignment: Goals and ObjectivesUnderstanding Strategic FitInitiative Selection through a Steering CommitteeInitiative Selection When There Is No Steering CommitteeGathering Information—Interviewing Key StakeholdersPulling It All TogetherProviding Input to Stakeholders: Know When and How to PushCreating a Business CaseEstimating Cost InformationDocumenting AssumptionsPresenting Cost Estimates: Stakeholder ConversationsPresenting the Business Case: GovernanceRelated Program MethodologySummaryMaking Governance Work for YouPreparing for GovernanceGovernance Pre-MeetingsOrganizational Research—Meet with Other Program ManagersStakeholder Pre-MeetingsMeeting with "The Interrogator"Governance SurvivalSetting the ToneGetting through ApprovalsOptimize Governance to Your AdvantageUsing Soft Skills to Manage ConflictRelated Program MethodologySummary: A Step-by-Step Guide to Maximize GovernanceIdentifying Stakeholders: The "Hidden" Organization ChartBuilding Your Program "House"Finding Power InfluencersTapping into the Organization—Coffee ChatsMore Coffee—Identifying the Next Layer of StakeholdersSocial Network ToolsOrganizational Network AnalysisCreating an Organizational Network AnalysisAdditional Tools for Synthesizing Stakeholder DataThe Power MapCreating a Responsibility MatrixRelated MethodologySummaryIt Is a Matter of Trust: Building Strong Business Relationships with Key StakeholdersSetting Expectations with Key StakeholdersFive Principles of Building Strong Business RelationshipsDo What You Say You Are Going to DoTry to Make Sure There Are No SurprisesCreate a Mutually Beneficial Business RelationshipRemember That Executives and Customers Are People, TooAlways Show RespectSummaryLeveraging Stakeholders to Prepare Your Organization for ChangeChange Management Theory—High-Level ViewADAPT—A Simplified Change Management Model for Program ManagersApplying the ADAPT Change Model to Stakeholder QuadrantsPower PlayersDanger ZoneInformantsSleepersEnhancing Stakeholder Engagement through Effective CommunicationThe Difference between Program Management and Project Management CommunicationsCommunication Methods "Menu"Creating a Communications Strategy and a Communications PlanTargeted Communication Methods by Stakeholder QuadrantCommunicating with Power Players Quadrant (High Interest, High Influence)Communication with the Danger Zone Quadrant (Low Interest, High Influence)Communicating with the Informants Quadrant (High Interest, Low Influence)Communicating with the Sleepers Quadrant (Low Interest, Low Influence)READY, SET, EXECUTE: DRIVING PROGRAM BENEFITS DELIVERY THROUGH ACTIVE STAKEHOLDER ENGAGEMENTDemystifying Metrics: Measuring What Matters MostMeasuring Program Performance: Key Performance IndicatorsMeasuring Performance: MetricsExamples of MetricsMetrics for Measuring Project Components of Your ProgramPresenting Metrics to Your StakeholdersMetrics: How Much Is Too Much?Defining Key Performance Indicators for Your ProgramSMART Key Performance IndicatorsKPIs: A SMART ExampleDriving Stakeholder Engagement through Performance ManagementSummaryMaking Meetings Count: Driving Stakeholder Engagement through Disciplined Meeting ManagementHow to Run Effective MeetingsTop Five Rules for Running Effective MeetingsTips to Create a Positive Meeting EnvironmentMeeting VariationsTypes of Meetings, When to Have Them, and Who Should Attend Meeting Type: Planning MeetingsMeeting Type: Program Status MeetingsMeeting Type: Governance MeetingsOne-on-One MeetingsCommon Pitfalls of Ineffective MeetingsSummaryWhere the Real Work Gets Done: Issue Resolution through Informal GovernanceMonthly Program Status UpdatesWeekly Program Status Updates Using Project Health Stoplights Effectively Caution: Yellow Light—Four Steps to Effectively Manage Risks and IssuesStep 1: Identify the Issue or RiskStep 2: Assess the Issue or RiskStep 3: Present Options for Issue/Risk ResolutionStep 4: Take ActionPracticing the Four-Step Issue Resolution: An ExampleStep 1: Identify the IssueStep 2: Assess the Issue Step 3: Present the OptionsStep 4: Take ActionSummaryOffice Politics: From Surviving to ThrivingManaging Up and Managing DownYour Informal Network and Influence on Office PoliticsAddressing Whispering CampaignsHandling Cross-Departmental Negotiations SummaryKEEPING STAKEHOLDERS ENGAGED: PROGRAM CLOSUREMaking a Strong Finish: Stakeholder Engagement through Program Closure PeopleProcessTechnology CulturePreparing for the Operational Readiness MeetingSummaryPost-Launch: Every End Is a New Beginning Post-Launch ReviewLessons LearnedCharacteristics of a Lessons Learned MeetingHow to Run a Lessons Learned MeetingDocumentation and RepositoryCelebrate SuccessSummaryReferencesAppendix A: Case Study and Study QuestionsAppendix B: GlossaryAppendix C: Acronym ListIndex

AUTORE

Amy M. Baugh is the president and founder of Milestones Project Management, Inc., providing strategic consulting services across portfolio, program, and project management. With over 15 years of practical program and project management experience across multiple industries, sectors, and geographies, Amy is a sought-after mentor and has recently begun expanding into formal mentoring, training, and education services related to program and project management. It is hard to write a bio about Amy without acknowledging her life outside of work—raising four boys! Keeping her family "stakeholders" engaged and in line with family goals is a challenging program in itself. Amy is a member of the Project Management Institute (PMI), and is certified by PMI as a Project Management Professional (PMP) and Program Management Professional (PgMP). Additionally, she holds a master of business administration with a concentration in change management from DePaul University, and a bachelor of business administration degree from Illinois Wesleyan University. Previous to writing this book, Amy published a chapter entitled "Closing the Expectations Gap: Setting and Managing Expectations" in Ginger Levin’s Program Management: A Lifecycle Approach (Baugh in Levin 2013).

ALTRE INFORMAZIONI

• Condizione: Nuovo
• ISBN: 9781032340173
• Dimensioni: 9.25 x 6.25 in Ø 0.75 lb
• Formato: Brossura
• Illustration Notes: 25 b/w images
• Pagine Arabe: 232