Managing Project Stakeholders
Building a Foundation to Achieve Project Goals
Erschienen am 16. April 2013
256 Seiten
978-1-118-50428-4 (ISBN)
Beschreibung
The keys to project management success delivered by one of the world's most respected experts in the field
Why do some project managers achieve their project goals while others fail? Drawing on his years of experience as a recognized global expert on project management and organizational change, author Tres Roeder answers that question, and lays out a proven path to project success.
Focusing on the major differences between project management and other types of management--not least of them being the temporary nature of projects versus the repetitive nature of most managerial tasks--Roeder describes best practices in all key areas of managing project stakeholders.
* A recognized global expert on project management provides the foundational elements required for project management success
* Contributes toward the fulfillment of the continuing education required every three years to maintain PMP® accreditation
* Uses real-world scenarios and relevant case studies to present project management concepts to beginning and intermediate PMP®s
* Contains chapters on Leadership, Buy In, and Negotiation for more advanced project managers
(PMP and Project Management Professional are registered marks of the Project Management Institute, Inc.)
Rezensionen / Stimmen
"Lots of project management books teach how to deliverproject objectives on-time and within budget. But veryfew teach how to manage the critical stakeholderdimension. This is the best that I've seenbecause it provides common-sense tools and tips for turning yourstakeholders into raving fans". --Terry Schmidt,PMP & SMP, Founder, ManagementPro.com; author, StrategicProject Management Made Simple: Practical Tools for Leaders andTeams "Mission driven organizations like The Centers forFamilies and Children depend on internal and/or external projectmanagers that can successfully lead and manage all the stakeholdersinvolved in creating, designing and executing key strategicprojects. As we all know firsthand, it's the peopleinvolved and impacted by the project, "thestakeholders," that will make or break anorganization's ability to successfully implement a strategicproject. Tres Roeder's book Managing ProjectStakeholdersprovides clear, actionable techniques and toolsrequired to effectively "managing the stakeholders." Itis a must read for all of us managing multiple stakeholders inorder to effectively implement a project on time and onbudget."--Bernadette M. Kerrigan, Chief TalentOfficerWeitere Details
Weitere Ausgaben
Person
TRES ROEDER is a global expert on project and change management. He has been quoted by the New York Times, the Wall Street Journal, MSN Money, Microsoft Press, Human Resource Executive Online, Crain's Cleveland Business, and others. A former consultant with Booz Allen Hamilton, Mr. Roeder founded Roeder Consulting in 2001. He has led Fortune 500 consulting engagements in areas such as corporate strategy, operations improvement, process improvement and implementation. Mr. Roeder is a PMP¯® with a BA in economics from the University of Illinois and an MBA from the Kellogg School of Management, Northwestern University.
Inhalt
Foreword xi
Preface xv
Acknowledgments xix
Section One: Stakeholder Management Overview 1
Chapter One: What Is a Stakeholder? 3
Project Managers Must Be Nimble 3
The Balanced Approach 4
The Project Management Institute 7
Stakeholder Defined 11
Stakeholder Management Is Universal 16
Summary 16
Chapter Two: Categorizing Stakeholders 19
Benefits of Categorizing 20
Dimensions of Categorization 22
Stakeholder Engagement Assessment Matrix 25
Stakeholder Management Plan 27
Summary 28
Chapter Three: Prioritizing Stakeholders 31
Power and Interest 32
Power and Influence 35
Power and Knowledge 36
Custom Matrices 38
Stakeholder Register 38
Summary 48
Section Two: Stakeholder Groups 51
Chapter Four: Project Team Members 53
Who They Are 53
Tips for Managing Project
Team Stakeholders 55
The Extended Project Management Team 63
Watch-Outs 65
Summary 67
Chapter Five: Executive Stakeholders 69
Who They Are 69
Tips for Managing Executive Stakeholders 73
Watch-Outs 84
Summary 86
Chapter Six: Other Stakeholders 87
External Stakeholders 87
Stakeholders Subject to the Change 90
Phantom Stakeholders 97
Summary 101
Section Three: Stakeholder Communication and Conflict103
Chapter Seven: Stakeholder Communication 105
Stakeholder Communication Plan 106
Stakeholder Communication Channels 106
Holistic Approach to Communication 115
Summary 115
Chapter Eight: Managing Stakeholders in a Virtual World117
The Continuum of Robustness 118
Risks of Virtual Teams 123
Opportunities When Working Virtually 128
Summary 131
Chapter Nine: Managing Difficult Stakeholders 133
Projects Create Tough Issues 134
Categorizing Difficult Stakeholders 134
Proceeding without the Executive Sponsor 140
Positive Attitude 140
Summary 143
Section Four: General Stakeholder Management Skills145
Chapter Ten: Leadership 147
A Sixth Sense for Project Management® 148
Project Managers Are Leaders 149
Situational Leadership Model 155
Summary 180
Chapter Eleven: Buy-In 181
The Circle of Support Process 183
Include Stakeholders 183
Observe Stakeholders 189
Respond to Stakeholders 190
Summary 200
Chapter Twelve: Negotiation 203
Negotiation Is a Two-Way Street 204
Ten Tips for Negotiations in Projects 205
Summary 223
References 225
About the Author 227
Index 229
