Involving the PMO in Stakeholder Engagement
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This document discusses the role of the Project Management Office (PMO) in promoting stakeholder engagement. It argues that the PMO should adopt three key roles: 1) Promote a stakeholder mindset, 2) Adapt processes to match stakeholder and project types, and 3) Act as a broker and facilitator of stakeholder engagement. As a broker, the PMO can help with alignment, translation, negotiation and coordination between stakeholders. As a facilitator, the PMO can provide governance, lessons learned practices, coaching and tools to support engagement. The document emphasizes that for stakeholders to truly matter, their engagement must affect how projects are conducted in an organization.
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Involving the PMO in Stakeholder Engagement
- 1. Involving the PMO in Project Stakeholder Engagement Louise Worsley CITI (UK) PiCubed (South Africa)
- 2. Eurostar Story listening Integration Progress New start Story listening
- 3. Promoting a stakeholder mindset …to ensure the effective management of portfolio, programme or project’s stakeholders
- 4. Co-ordination & control Management 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
- 5. “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”
- 6. Stakeholder engagement It’s not just for identification Plan approach Identify & document
- 8. Role-based Agenda- based • Governance • RACI facilitation • The stakeholder wheel • Power-interest matrices • Salience analysis • Cognitive mapping
- 9. Agenda-based Role-based Number of stakeholders Complexityofengagement 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
- 10. Implementation is accepted Supported by taxi people
- 11. Adapt & enable people and processes to match stakeholder & project types
- 12. What should the PMO do …and not do… to promote project stakeholder engagement?
- 13. The PMO as broker Alignment Translation Negotiation Coordination Adapted from: Julian, J., 2008. The business Project board The PMO as facilitator Governance Lessons-learned practices Coaching and training Tools & methods PMO ProjectsProjects
- 14. • 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
- 15. 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?
- 16. Thank you! https://za.linkedin.com/in/picubed @worsley_louise • Name | Louise Worsley • Web | www.pi3.co.za • Web | www.citi.co.uk • Email | lworsley@pi3.co.za
- 17. 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
Notes de l'éditeur
- My MSc student: Lessons learned Inspired SSS Got to talk with lots of people – didn’t matter what the project – even technical problems were often solved or not solved by the qualioty of the SE Hence my focus over the last 2 years has been on Stakeholder Engagement Working with PMOs – what role should the PMO take Today – cover How to do we as PMOs promote a stakeholder mindset – what should and shouldn’t the PMO to make SM successful on our projects.
- A Project that sits within the category of SH-led Thanks to Reggie for so patien The Integrated Rapid Transport projects, instigated both as part f FIFA build but also as part or general city transport improvement is an example of a stakeholder-led project with a pretty tough remit. How to we go from this to this and make sure that this occurs. Eight taxi association, 950 taxi drivers, two bus companies, two hundred bus drivers Is this going to be easy? No – this is an industry that has consistently resisted any form of regulation and has a deep mistrust in provincial government. We are talking about a SH groups which have for years fought against regulation – sometimes violently. CT has made some progress – we do have an IRT running if not profitably but I guess we there are still some battles to be fought. The City of CT was relatively successful – in taking in persuading – Persuasion as an engagement strategy is necessary when the SHs (agenda based) basically don’t want to adopt your position – in gact hey may be aggressively againts it. How did the IRT programme manage this? A talk in its own right – but one thing that really struck me was the IRT project team too real effort and time to know the SHs. Fundamental assumption often made in projects that we know our SHs – but I guarantee we don’t – in most stakeholder neutral and some stakeholder sensitive where mainly role-based SHs but in more complex SH-senstive & Sh-led projects this is just not enough. Lets have a look at a couple of models to tly talking in to me. Engaged me so much I felt I had to go out and try.
- A Project that sits within the category of SH-led Thanks to Reggie for so patien The Integrated Rapid Transport projects, instigated both as part f FIFA build but also as part or general city transport improvement is an example of a stakeholder-led project with a pretty tough remit. How to we go from this to this and make sure that this occurs. Eight taxi association, 950 taxi drivers, two bus companies, two hundred bus drivers Is this going to be easy? No – this is an industry that has consistently resisted any form of regulation and has a deep mistrust in provincial government. We are talking about a SH groups which have for years fought against regulation – sometimes violently. CT has made some progress – we do have an IRT running if not profitably but I guess we there are still some battles to be fought. The City of CT was relatively successful – in taking in persuading – Persuasion as an engagement strategy is necessary when the SHs (agenda based) basically don’t want to adopt your position – in gact hey may be aggressively againts it. How did the IRT programme manage this? A talk in its own right – but one thing that really struck me was the IRT project team too real effort and time to know the SHs. Fundamental assumption often made in projects that we know our SHs – but I guarantee we don’t – in most stakeholder neutral and some stakeholder sensitive where mainly role-based SHs but in more complex SH-senstive & Sh-led projects this is just not enough. Lets have a look at a couple of models to tly talking in to me. Engaged me so much I felt I had to go out and try.
- Do you recognise these as your functions? What else? Who else? What is done by someone else?