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Involving the PMO in Project Stakeholder Engagement
Louise Worsley CITI (UK)PiCubed (South Africa)
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Eurostar
Story listening
Integration
Progress New start
Story listening
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Promoting a stakeholder
mindset…to ensure the effective
management of portfolio, programme or project’s
stakeholders
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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
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“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”
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Stakeholder engagement
It’s not just for identification
Plan approach
Identify & document
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Role-based
Agenda-based
Understand the stakeholders’ positions
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Role-basedAgenda-
based
• Governance
• RACI facilitation
• The stakeholder wheel
• Power-interest matrices
• Salience analysis
• Cognitive mapping
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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
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Implementation is accepted Supported by taxi people
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Adapt & enable people and processes to match stakeholder & project
types
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What should the PMO do …and not do…to promote project stakeholder engagement?
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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
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• 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
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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?
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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]
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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