Stakeholder_Engagement
Contents
Introduction xiii
Part
I Engaging Stakeholders and Setting Expepectations during Program Definition
C
hapter 1 Stakeholder Alignment: Goals and Objectiveses 3
1.1 Understanding Strategic Fit 4
1.1.1 Initiative Selection through a Steering Committee 6
1.1.2 Initiative Selection When There Is No Steering Committee 7
1.1.3 Gathering Information—Interviewing Key Stakeholders 7
1.1.4 Pulling It All Together 8
1.2 Providing Input to Stakeholders: Know When and How to Push 9
1.2.1 Creating a Business Case 11
1.2.2 Estimating Cost Information 11
1.2.3 Documenting Assumptions 13
1.2.4 Presenting Cost Estimates: Stakeholder Conversations 15
1.2.5 Presenting the Business Case: Governance 16
1.3 Related Program Methodology 16
1.4 Summary 16
C
hapter 2 M Making Governance Work for You 19
2.1 Preparing for Governance 20
2.1.1 Governance Pre-Meetings 21
2.1.2 Organizational Research—Meet with Other Program Managers 21
2.1.3 Stakeholder Pre-Meetings 22
2.1.4 Meeting with “The Interrogator” 24
2.2 Governance Survival 25
2.2.1 Setting the Tone 25
2.2.2 Getting through Approvals 25
2.2.3 Optimize Governance to Your Advantage 26
2.2.4 Using Soft Skills to Manage Conflict 28
2.3 Related Program Methodology 30
2.4 Summary: A Step-by-Step Guide to Maximize Governance 30
C
hapter 3 Identifyiying Stakeholders: The “Hidden” Organization Chart 33
3.1 Building Your Program “House” 34
3.2 Finding Power Influencers 35
3.2.1 Tapping into the Organization—Coffee Chats 36
3.2.2 More Coffee—Identifying the Next Layer of Stakeholders 38
3.2.3 Social Network Tools 40
3.2.4 Organizational Network Analysis 41
3.2.5 Creating an Organizational Network Analysis 43
3.3 Additional Tools for Synthesizing Stakeholder Data 46
3.3.1 The Power Map 47
3.3.2 Creating a Responsibility Matrix 49
3.4 Related Methodology 50
3.5 Summary 50
C
hapter 4 It Is a Matter of Trust: Building Strong Busisinessessess Relationshipsipsips wiwith Keyey Stakeholders 53
4.1 Setting Expectations with Key Stakeholders 53
4.2 Five Principles of Building Strong Business Relationships 56
4.2.1 Do What You Say You Are Going to Do 56
4.2.2 Try to Make Sure There Are No Surprises 58
4.2.3 Create a Mutually Beneficial Business Relationship 59
4.2.4 Remember That Executives and Customers Are People, Too 61
4.2.5 Always Show Respect 62
4.3 Summary 63
C
hapter 5 L Leveraging Stakeholders to Prepepare Your Organization for Change 65
5.1 Change Management Theory—High-Level View 68
5.2 ADAPT—A Simplified Change Management Model for Program Managers 70
5.3 Applying the ADAPT Change Model to Stakeholder Quadrants 73
5.3.1 Power Players 74
5.3.2 Danger Zone 75
5.3.3 Informants 76
5.3.4 Sleepers 78
C
hapter 6 Enhancing Stakeholder Engagement through Effective Communication 81
6.1 The Difference between Program Management and Project Management Communications 82
6.2 Communication Methods “Menu” 83
6.3 Creating a Communications Strategy and a Communications Plan 85
6.4 Targeted Communication Methods by Stakeholder Quadrant 89
6.4.1 Communicating with Power Players Quadrant (High Interest, High Influence) 89
6.4.2 Communication with the Danger Zone Quadrant (Low Interest, High Influence) 92
6.4.3 Communicating with the Informants Quadrant (High Interest, Low Influence) 93
6.4.4 Communicating with the Sleepers Quadrant (Low Interest, Low Influence) 95
Part
II R R Ready, Set, Execute: Driving Program Benefits Delivery through Active Stakeholder Engagement
C
hapter 7 D Demysystifyiying Metrics: Measuring What Matters Most 99
7.1 Measuring Program Performance: Key Performance Indicators 99
7.2 Measuring Performance: Metrics 101
7.2.1 Examples of Metrics 102
7.2.2 Metrics for Measuring Project Components of Your Program 102
7.2.3 Presenting Metrics to Your Stakeholders 103
7.2.4 Metrics: How Much Is Too Much? 104
7.3 Defining Key Performance Indicators for Your Program 105
7.3.1 SMART Key Performance Indicators 105
7.3.2 KPIs: A SMART Example 106
7.4 Driving Stakeholder Engagement through Performance Management 107
7.5 Summary 107
C
hapter 8 M Making Meeeetings Count: Driving Stakeholder Engagement through Disiscipiplined Meeeeting Management 109
8.1 How to Run Effective Meetings 110
8.1.1 Top Five Rules for Running Effective Meetings 110
8.1.1.1 Rule 1: Always Pre-Send an Agenda, with Times and Owners Associated with Each Topic 110
8.1.1.2 Rule 2: Stick to the Agenda 111
8.1.1.3 Rule 3: Establish and Share Ground Rules (Then Enforce Them) 112
8.1.1.4 Rule 4: Assign a Scribe to Document All Key Decisions and Action Items, with Owners and Due Dates 113
8.1.1.5 Rule 5: Send Meeting Notes with Key Decisions and Action Items, Then Monitor to Follow-Up on Due Dates 114
8.1.2 Tips to Create a Positive Meeting Environment 114
8.1.3 Meeting Variations 115
8.1.3.1 Large Group Virtual Meetings 115
8.1.3.2 Small Group or One-on-One Meetings 118
8.2 Types of Meetings, When to Have Them, and Who Should Attend 119
8.2.1 Meeting Type: Planning Meetings 119
8.2.2 Meeting Type: Program Status Meetings 121
8.2.3 Meeting Type: Governance Meetings 121
8.2.4 One-on-One Meetings 123
8.3 Common Pitfalls of Ineffective Meetings 124
8.4 Summary 125
C
hapter 9 Where the Real Work Gets Done: Issssue Resesolution through Informal Governance 127
9.1 Monthly Program Status Updates 128
9.2 Weekly Program Status Updates 130
9.3 Using Project Health Stoplights Effectively 132
9.4 Caution: Yellow Light—Four Steps to Effectively Manage Risks and Issues 135
9.4.1 Step 1: Identify the Issue or Risk 135
9.4.2 Step 2: Assess the Issue or Risk 136
9.4.3 Step 3: Present Options for Issue/Risk Resolution 137
9.4.4 Step 4: Take Action 137
9.5 Practicing the Four-Step Issue Resolution: An Example 138
9.5.1 Step 1: Identify the Issue 138
9.5.2 Step 2: Assess the Issue 139
9.5.3 Step 3: Present the Options 139
9.5.4 Step 4: Take Action 140
9.6 Summary 140
C
hapter 10 O Office Politics: From Surviving to Thriving 141
10.1 Managing Up and Managing Down 142
10.2 Your Informal Network and Influence on Office Politics 143
10.3 Addressing Whispering Campaigns 146
10.4 Handling Cross-Departmental Negotiations 147
10.5 Summary 151
Part
III K K Keepieepieepieeping Stakeholders Engaged: Program Closure
C
hapter 11 M Making a Strong Finisish: Stakeholder Engagement through Program Closure 155
11.1 People 156
11.2 Process 159
11.3 Technology 161
11.4 Culture 162
11.5 Preparing for the Operational Readiness Meeting 163
11.6 Summary 164
C
hapter 12 Post-Launch: Every End Is a Newew Beginning 167
12.1 Post-Launch Review 167
12.2 Lessons Learned 169
12.2.1 Characteristics of a Lessons Learned Meeting 169
12.2.2 How to Run a Lessons Learned Meeting 170
12.2.3 Documentation and Repository 173
12.3 Celebrate Success 173
12.4 Summary 175