Involving the PMO in Stakeholder Engagement
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Transcript of Involving the PMO in Stakeholder Engagement
Involving the PMO in Project Stakeholder Engagement
Louise Worsley CITI (UK)PiCubed (South Africa)
Eurostar
Story listening
Integration
Progress New start
Story listening
Promoting a stakeholder
mindset…to ensure the effective
management of portfolio, programme or project’s
stakeholders
Co-ordination & controlManagement
Participation & responsiveness Engagement
Stakeholder engagement• A willingness to listen• Able to discuss issues of
mutual interest
• Prepared to consider changes in light of the engagement
“The involved and the affected...”
Ulrich 1983
PMBoK 5 2013
Who is a stakeholder?
“An individual, group or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity or outcome of the project”
Stakeholder engagement
It’s not just for identification
Plan approach
Identify & document
Role-based
Agenda-based
Understand the stakeholders’ positions
Role-basedAgenda-
based
• Governance
• RACI facilitation
• The stakeholder wheel
• Power-interest matrices
• Salience analysis
• Cognitive mapping
Agenda-based
Role-based
Number of stakeholders
Co
mp
lexi
ty o
f en
gage
men
t
Update training materials
Introduce Windows 10
Implement a new sales
commission scheme
Change personnel
terms & conditions
Build a nuclear power
station
Types of project
Stakeholder-neutral
Stakeholder-sensitive
Stakeholder-led
Implementation is accepted Supported by taxi people
Adapt & enable people and processes to match stakeholder & project
types
What should the PMO do …and not do…to promote project stakeholder engagement?
The PMO as brokerAlignmentTranslationNegotiation
Coordination
Adapted from: Julian, J., 2008.
The business
Project board
The PMO as facilitatorGovernance
Lessons-learned practicesCoaching and training
Tools & methods
PMO
ProjectsProjects
• Who’s who in the zoo• Share stakeholder stories• Advise / coach
stakeholder engagement• Monitor …but not by
templates
Source: bit.ly/2lRm1l9
Some views from the south
If stakeholders matter – then their engagement must affect the conduct of projects in your organisation
1 Promote a stakeholder mindset
2 Adapt & enable people and processes to match stakeholder & project types
3 Broker & facilitate
Does it?
Thank you!
https://za.linkedin.com/in/picubed
@worsley_louise
• Name | Louise Worsley
• Web | www.pi3.co.za
• Web | www.citi.co.uk
• Email | [email protected]
Stories borrowed from…• Reggie Springleer, Manager Industry Transition, City of Cape Town
And many, many others…
Bourne, L., and D.H.T. Walker. 2005. “Visualising and mapping stakeholder influence.” Management Decision 43(5): 649–60.
Jeffery, N. (2009). Stakeholder engagement: A road map to meaningful engagement. Available at http://dspace.lib.cranfield.ac.uk/handle/1826/3801
Julian, J., 2008. How project management office leaders facilitate cross‐project learning and continuous improvement. Project Management Journal, 39(3), pp.43-58.
OGC, 2008. Portfolio, Programme and Project Offices, TSO
Pemsel, S. and Wiewiora, A., 2013. Project management office a knowledge broker in project-based organisations. International Journal of Project Management, 31(1), pp.31-42.
Worsley, LM. (2016). Stakeholder-led project management, Changing the way we manage projects, Business Expert Press
Worsley, LM (2017) ‘The PMO: Promoting best practices in stakeholder engagement’, Available at bit.ly/2lRm1l9
References