stakeholder management and project management 2€¦ · stakeholder. refers to persons or groups...
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Stakeholder Management and
Project Management 2.0
Steve Leybourne Ph.D.
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Who am I ??? Full Time Academic & Researcher at BU…
Ex-practicing Project Manager…
Researcher in PM… – Widely published – PMJ Editorial Board – JPPPM Editorial Board
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Today I want to talk about… ‘Changes in Project-based Work’… ‘Stakeholders’… And Most Importantly… “Some issues about how Project Management may evolve to meet the challenges of a changing work environment ???”
Research and Education Conference 2012 3
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Some Initial and Understood Factors…
Projects are accepted as the framework for managing change in organizations The speed of that change is accelerating This is being intensified by the ‘turbulence’ of organizational environments Ambiguity has to be embraced as we rarely have ‘complete’ information on which to base decisions
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Work is Changing - and Project-based work is changing as well…
There is a view that the ‘rigidities’ associated with traditional management and work methods are becoming outdated... Allowing employees the freedom and space to decide how they want to achieve their work outputs is becoming more accepted... Planning and ‘process’ are being superseded by the ability to manage behaviours and deal with the ‘softer’ elements of work...
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STAKEHOLDERS
Lets talk a little about…
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Stakeholders… • A stakeholder refers to persons or groups
that affect, or are affected by, a project’s decisions, policies, and operations. A stake is an interest in – or claim to – some aspect of a project
• Projects are embedded in networks that involve many groups with such a stake.
• Stakeholder groups can be divided in to two categories
Market stakeholders and Non-Market stakeholders
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Market and Non-Market Stakeholders
Market stakeholders are those that engage in ‘economic’ transactions with or within the project as it delivers against the project specification and intended outcomes
Sometimes called primary stakeholders
Non-Market stakeholders are people or groups who—although they do not engage in direct economic exchange with or within the project - are affected by or can affect its actions
Sometimes called secondary stakeholders
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Stakeholders…
Market or (Primary) • Project Manager • Client • User • Project Team • Sponsor • Suppliers • Contractors
Non-Market or (Secondary) People indirectly affected by the changes • Other parts of the
organization • Other Employees • Outside the organization
(i.e. Neighbours)
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McDonald (2011), in Vol. 43 of Futures, posits a shift…
From: Management 1.0
The ‘Industrial Age’ paradigm • Manufacturing • Managers controlling
Employee outputs • Rational and Logical
• Based on ‘Process’
To: Management 2.0
The ‘Global, Information Age’ paradigm • Knowledge • Autonomous Teams • Brains – not Hands • More Ambiguous • More ‘Improvisational’
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PROJECT MANAGEMENT 2.0 And that offers an opportunity for
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But First, some caveats…
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Anything new is labeled “2.0”
– Web 2.0 – Media 2.0 etc…
Real Characteristics of “2.0”
– User oriented – Social
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Web 2.0 Major Characteristics… (Wikipedia)
• Collaboration – Blogs, wikis, videos, …
• Information Sharing – Mashups
• User-centered design • Social media dialogue • User-generated content • Virtual communities • Interestingly, not a new
hardware platform: – It’s about the users
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Tim Berners-Lee called Web 2.0 a "piece of jargon“
Tim intended the Web as "a collaborative medium, a place where we could all meet and read and write"
The "Read/Write Web"
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Beware “2.0 Marketing”…
Enterprise 2.0 – “look at our cool new software”… Government 2.0 – “Look at how we are going to change things”… Media 2.0 – “This is the new way to advertise”… I saw an ad for a “Women 2.0” Conference this week – I have no idea what that is about…
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But – an opportunity…
Is it time for a shift from: • Tools-based PM to • Stakeholder-based PM And from: • Time, Cost and Scope to • ‘Value’
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So – Where does that leave us with McDonald and his ‘Management 2.0’
Ideas ???
And how does all this fit with Project Management ???
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McDonald identifies six influential ‘forces’…
• The Virtualization of Work… • Open Source Work practices… • The Decline of Organizational Hierarchy… • The Rise of ‘Generation Y’ Values… • The Tumult of Global Markets… • The Imperative of Business Sustainability…
Much of this has been going on for some time, and PM is dealing with some of it quite effectively…
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So… • “Is PM ‘ahead of the
curve’ here ???” And if so… • “Is this leading us
towards a new ‘Project Management 2.0’ model ???”
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The Six Forces applied to PM…
Force Manifested within… Applied to PM Manifested within…
The Virtualization of Work
Employee Trust & Teamwork
Virtual Teams & Virtual Projects
Structures to Manage & Drive Project Success based on Positive Team Behaviors
Open Source Work Practices
Interpersonal Relationships within Fluid & Flexible Communities
Shift from Tools & Techniques to Managing Behaviors
Motivation of Project Team Members & the building of Commitment and Trust
The Decline of Organizational Hierarchy
Cultivators & Brokers within Network Structures
Redefinition of the Role of the Project Manager
Cultivators & Brokers of PM Expertise driving Measurable Project Success
Management 2.0 Existing PM Concepts
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Force Manifested within… Applied to PM Manifested within…
The Rise of ‘Generation Y’ Values
Fun, Frivolity & Creativity with Work/Life Balance
Focus on Modern & Evolving Stakeholder Relationship Management
Making the Project Domain an Environment where Stakeholder Interests can be Balanced & Thrive
The Tumult of Global Markets
Workplace Diversity & Multi-Culturalism
Global Projects Embracing Project Team Diversity and Multi-Culturalism. Managing Multiple Subject Matter Experts
The Imperative of Business Sustainability
Integration of Sustainability and CSR into Management Education
The Imperative of Project-based Business Sustainability
Integration of Project-based Ethics & Governance, Sustainability, & CSR into PM Education
Management 2.0 Existing PM Concepts
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A ‘NEW’ MODEL FOR PROJECT MANAGEMENT
Research and Education Conference 2012 21
And – an Opportunity for…
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So…
• What does this all look like ??? – Still working on this… – In ‘constant state of
‘flux’.. – Would welcome your
opinions…
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‘Triggers’ Publish
The Plan Reporting against the Plan
Initiation Closedown & P.I.R. Planning Execution
Project Management Life Cycle
Formalized Tools and
Techniques
Formal Repository
of Project
Knowledge
Informal & Tacit
Knowledge of Project Managers
Informal & Behavioural Processes
Improvisation
Intuition
Creativity
Bricolage
Managing Diverse Workers Emotional Intelligence
Informal Networks Virtual Teams
Complexity Ambiguity
Delivery & Assimilation
Emerging Best Practice
Continuous Learning/Improvement
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So – what we are talking about is a shift…
From: ‘Traditional’ PM
Based on established tools & techniques… • PMs controlling Project Team
outputs • Highly documented • Rational and Logical
• Based on ‘Process’ • Time; Cost; Scope
To: ‘New’ PM
Based on behavioural and social/cultural skills… • Knowledge-based • Multiple stakeholders • Autonomous Teams • More Ambiguous • More ‘Improvisational’
– ‘Emerging Best Practice’ • Value; Quality
Research and Education Conference 2012 24
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And a need to manage the tension between…
Exploratory activity based on existing knowledge and routines • More ubiquitous in the
early conception and planning phases
Evolutionary activity based on intuition and improvisation • More ubiquitous during
execution to assist in resolving uncertainty and ambiguity
• But: Different ‘Skill-Set’ required…
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And…
Scope
Time
Traditional PM
Cost
Constraints
Value
‘New’ PM
Quality
So - the ‘traditional’ Triangle of Constraints is evolving… And - do we have the skills to deliver against these new requirements ???
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Thank You… QUESTIONS ???
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