2. Driven by a need: business or government/regulatory
Involves stakeholders, both internal and external to the
organization
Has a distinct beginning, middle and end point
Is usually funded by a combination of capital and operating
budgets
May include a governance structure, depending on project
size/complexity
3. The Why/Project Charter-why this project is this being
funded/schedule, expected outcomes
The What/Managing Scope-what you have agreed to do (and
not to do!)
The Who/Resource & Vendor Management-ensuring you have
all the right/enough resources to do the project
The What and The When/Project Plan-The milestones, tasks
and deliverables to be able to track & deliver the project
The How/Project Budget-includes vendor costs, capitalized
labor, operational costs and all other project expenses
4. Software changes may require process/workflow changes
that accompany the change being planned
May require setting up new organizational structures to
support the change
Will help to establish the metrics- how do we know that we
are successful?
Process work may continue after a project is completed
5. You as the monitor of how your project fits into the
organizational Strategy
You as the person who must Manage without Authority
You as the Manager of Stakeholder Relationships
You as the Change Agent
You as the voice to ask when something no longer makes
sense
6. Program developed by the Stanford Center for
Professional Development and IPS Solutions, LLC
Described as more “strategic” than tactical
Works well in tandem with traditional project
management practices (PMI)
Focuses on some of the “softer side” of the project
management role
Provides additional tools/approaches to managing
relationships, managing change, influencing others
8. Projects don’t fail because of unrealistic timelines,
lack of resources, or funding constraints
Projects fail because they don’t align with an
organizations strategic goals and direction
Project managers may find the challenge of
speaking up when the priorities have changed
9. Includes the strategic to the tactical and their inter-
relationships
Six Major of the framework include:
1. Ideation- conceptualization: purpose, identity, and long
range intention
2. Nature – natural tendencies: culture, structure and
strategy
3. Vision – present to the future: goals, metrics and strategy
4. Engagement – putting the strategies to work: strategy and
portfolio
5. Synthesis- monitoring of work through strategy:
portfolio, programs and projects
6. Transition- moving to operations: programs, projects and
operations
10. Understanding what the short and long term strategies
are, and where your project fits in
If the strategy changes during the course of your
project- does that change anything for you?
Immediate impacts from changes in strategy include
resource reallocation & funding issues
If your project DOES NOT align, ask that it be evaluated
for postponement or cancellation
12. Business Dynamics – the focus and competitive
necessities
Social Dynamics- Expertise, Trust, and
Communication Networks
Individual Dynamics- a persons background,
priorities, concerns, interests, etc.
Influencing Skills- how you can influence people
and build credibility
13. Expertise Network- expertise or technical
Trust Network – your confidants and mentors
Communication Network- the people you work
with every day
14. Good networks are key to a successful project
management (and life in general!)
They will be even MORE important when things don’t go
as planned
You need to have your own Expertise and Trust
Networks
You should be part of others Expertise and Trust
Networks
15. The Four Influencing Strategies:
1) Liking – people say yes to those they like
2) Reciprocity – paying back in kind
3) Consistency- living up to one’s word
4) Social Proof- looking to others for reaction
16. Inconvenience Blocks–based primarily on
motivation
Difficulty Blocks- usually a mix of problem, which
may also reduce motivation
Impossibility Blocks- pure ability, solving
motivation will not help
17. Ways to over come blocks include:
◦ Leveraging your Trust and Expertise networks to
determine the type of block
◦ Asking for ideas or throw out your own
◦ Ask for more help
◦ Reduce the pressure
◦ Ask what has been done so far?
Solving the Ability Block problem may practically
lead to changes you may need to make to move
forward
19. Stakeholders- anyone who has an investment in what you are
doing and it’s intended outcome
Internal stakeholders often include:
- Executive Sponsor
- Project Owner
- Management Team
- Project Team
- Impacted Departments
- Employees
External stakeholders often include:
-Customers
- Regulatory agencies
- Business partners
- Vendors/Contractors
20. Spend time understanding your stakeholders- build trust
Spend time up front-ask critical questions about
communication strategy
Determine how “bad news” needs to be delivered
Leverage existing structures like weekly meetings, status
reports, etc.
Look for the gaps
Once you know what is needed, create a stakeholder
management plan
21. Keep it Simple
Content Considerations:
◦ Stakeholder Details- is it a person, a group, and community?
◦ Type of Relationship – do you look to them for support or do they
look to you for updates?
◦ Communication Preferences- e-mail, status reports, weekly meetings
◦ Media Options (i.e. web pages, newsletters, blogs, etc.)
◦ Trigger Points (i.e., change in schedule, funding requests, vendor
change)
◦ How you will determine if your plan is working- stakeholder
satisfaction
23. In most cases, your project is going to lead to
some sort of change within an organization
It may lead to:
◦ New tools that will need to be learned
◦ New processes, a change in process, or an
elimination of certain processes
◦ Changes with organizational structure
◦ Changes within the workforce
24. Change brings up emotion, especially fear
Nostalgia for the way things were
System of change is bigger than the individual
25. You MUST be the one to articulate the one compelling
direction
You MUST be able to navigate through period of challenge
and uncertainty
You need a one liner, an “elevator speech” so it can be easily
remembered and shared
It should bring feelings of excitement
It should be started early in the project, and be reinforced the
duration of the change
26. It gives you your cues, and also tells you what it is
not ready for
Listen deeply to the champions, as well as the
resistors/detractors
Find the common aspirations- we all want to do a
better job
27. Why coaching?
◦ People are hungry for it
◦ It allows them to own their part of the change
◦ It distributes the change ownership through the
system
◦ It helps to link the actions you are working to
achieve, to what they are most motivated about
◦ It is a tool for accountability
28. Change comes at the cost of the familiar
Even if the old way of doing things is not great,
people WILL hang on as it’s familiar
People have a hard time moving forward if they are
stuck in the past
Create a process to acknowledge, honor, and to let
go of what must die
30. Traditional project management focuses on:
◦ Scope, schedule, resources, budget
◦ Details out the Who, What, When, Where, How &
Why
◦ Frequently includes process work that drives
change
Advanced project management concepts include
being aware of the “big picture” and tools for
projects within complex environments
31. Know your Organizational Structure-vision, culture,
strategy that drives decisions around what gets
done
Be sure to understand how your project fits into the
Strategic Goals and portfolio-don’t be afraid to
speak up when things no longer make sense
Create and maintain Expertise and Trust Networks
32. You have the ability to get things done through
Influence Strategies
Be aware of Ability Blocks and their types so you know
how to work to overcome them
Take the time to create winning Stakeholder
Relationships -create a plan
Leading Change from the Middle - use some of the key
strategies to help navigate the change
33. Thank you for being here today!
Beth Barrett Consulting
Biz phone/cel 505.220.3236
E-mail: bethbarrettcons@comcast.net
Linked In: www.linkedin.com/in/bethbarrettconsultingllc
