Stakeholder Management and the Importance of the Project Sponsor

Transcription

1 Stakeholder Management and the Importance of the Project Sponsor Sherry Neubert, PMP VP of Global Project Management PMI Northeast Ohio Chapter Meeting October 9, 2013

2 Goodyear At a Glance $21Billion Net Sales (2012) No. 1 Tire maker in North America and Latin America Founded in 1898 by Frank Seiberling One of the world's leading tire companies 52 plants in 22 Countries Operating blimps since ,000 Associates PMO established in 2010 Rich Kramer, CEO & Chairman

3 Goodyear: Strategic Roadmap 4. Enabling Investments Source:

4 Project Management Excellence An enterprise-wide initiative 1. Right Projects 2. On Performance 3. Capability to Deliver 4. Accountability for Outcomes 5. Right Speed

5 Performance Goodyear s Enterprise Project Management Maturity Journey Level 3 Level 4 Managed Level 5 Optimized Level 2.5 Singular Framework Level 2.1 Leadership Support Level 1.2 Common Language Common Processes Reference: Using The Project Management Maturity Model- 2 nd Edition, Dr. Harold Kerzner Beyond Maturity Project Management is performed differently across the enterprise. No standardized process exists across the enterprise. Common processes, terminology by functions, and systems are defined, consistent, documented and repeatable. Visible leadership support. Separate processes are integrated into a singular methodology used throughout the enterprise. Redundancy and waste reduced. Effectiveness is measured and controlled against defined metrics and best in class benchmarking. Projects return expected results that are repeatable. Goodyear realizes that excellence in project management is a never-ending journey. Predictable, Consistent and Repeatable Returns Across the Enterprise are a Function of Enterprise Project Management Maturity

6 PM Leadership Council EMEA PMO RDE&Q PMO GE&MT Project Management Global PMO Project Management Leadership Council APAC PMO HR IT PMO Company Wide PM Leadership, Strategy & Process Alignment Across PM Entities Enterprise PM Playbook & Tools Global PM Job Family & Career Path Source: Project Management Global Town Hall. August

7 Goodyear Project Management Mission & Approach To ensure the successful and sustainable delivery of Goodyear s projects through project execution, guidance, governance, standard methodology, and competency in order to deliver business value. Standard Work - Playbook Project Management Process Improvement Templates Project Management Information Systems Project Management Process & Tools Business Value Project Management Competency Project Management Bench Strength Workforce Planning PM Certification Training Curriculum Project Management Execution Coaching Capability Building Workshop Facilitation Execution & Advisory Services Governance & Portfolio Management Sponsor leadership and stakeholder partnership are key. Stage Gate Post Project Audits Facilitate Project Selection Project Performance Metrics 7 7

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9 Agenda Introduction Journey towards Project Management Excellence Goodyear Project Management Office Project Stakeholder Management Executive Stakeholders Project Sponsors Key Takeaways for Project Managers Q&A

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11 Project Management Roles The Project Manager IS the Relationship Manager Interpersonal Skills Building Trust Resolving Conflict Active Listening Overcoming Resistance to Change Management Skills Facilitating Consensus Towards Project Objectives Influencing People to Support the Project Negotiating Agreements to Satisfy Project Needs Modifying Organizational Behavior to Accept the Project s Outcomes

12 PMBOK Stakeholder Definition Individuals, groups, or organizations who may affect, be affected by, or perceive themselves to be affected by a decision, activity, or outcome of a project. (PMBOK Guide, p. 394) 12

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14 Project Stakeholder Management Processes Plan Stakeholder Management Manage Stakeholder Engagement Control Stakeholder Engagement Identify Stakeholders Source: PMBOK 5 th Edition 14

15 PMBOK 5 th Edition Deep Dive Inputs, Tools & Techniques, Outputs 15

16 The Fable of The Mouse Trap Source: Author Unknown; adapted from 16

17 The Balanced Approach To Project Management 17

18 Agenda Introduction Journey towards Project Management Excellence Goodyear Project Management Office Project Stakeholder Management Executive Stakeholders Project Sponsors Key Takeaways for Project Managers Q&A 18

19 Executive Stakeholders No other group of stakeholders is likely to have as much power over project scope and deliverables as the executive stakeholder [They] launch projects, fund projects, kill projects, and determine when projects are complete. The savvy project manager must develop exemplary skills in managing executive stakeholders. - Tres Roeder Source: Roeder, T. (2013). Managing Project Stakeholders. New Jersey: John Wiley & Sons, Inc. 19

20 Tips for... Managing Executive Stakeholders Convert Project Language into Executive Language Be concise Proactively Identify Problems Understand the Endgame Communicate, Communicate, Communicate Understand the Executive Key Drivers Build Relationships Be Inclusive Source: Roeder, T. (2013). Managing Project Stakeholders. New Jersey: John Wiley & Sons, Inc. 20

21 Watch-outs when Managing Executive Stakeholders Time constraints Disagreements over Jurisdiction Uninterested Unaware Micromanager Source: Roeder, T. (2013). Managing Project Stakeholders. New Jersey: John Wiley & Sons, Inc. 21

22 Agenda Introduction Journey towards Project Management Excellence Goodyear Project Management Office Project Stakeholder Management Executive Stakeholders Project Sponsors Key Takeaways for Project Managers Q&A 22

23 Project Sponsors Key Role in enabling project success in our organization worldwide The person or group who provides resources and support for the project and is accountable for enabling success. (PMBOK Guide, p. 32) 23

24 Sponsor Impact Source: Prosci s 2012 Best Practices in Change Management Benchmarking Report. 24

25 2013 Objective: Improve Project Outcomes by Developing the Capability of the Sponsor Network Our Tactics Provide Sponsors with the Basics on Project Sponsorship Expectations Teach Project Managers how to Influence and Manage Up Reinforce Right Behaviors through Sponsor of the Year Award 25

26 Tactic: Provide Sponsor Training Our Sponsor Training Examines the behaviors that are needed for project success Discusses opportunities for improvement Helps sponsors recognize common mistakes Facilitates a discussion meant to engage the participants to drive change and develop action plans for the future More than 100 Project Sponsors Trained in

27 #1 Most Common Sponsor Mistake Failed to Remain Visible & Engaged throughout the Project Was involved only at the beginning announced the change and then walked away. Did not actively participate. Acted as an in name figure head. Source: Prosci Change Management Toolkit

28 #2 Most Common Sponsor Mistake Failed to Demonstrate Support for the Project in Words & Actions Got caught not walking the talk. Did not empower the team. Assumed the change was obvious, rational and logical, and therefore did not require any direct support. Said it s a top priority but did not allow resources to be assigned to the project. Source: Prosci Change Management Toolkit

29 #3 Most Common Sponsor Mistake Failed to Effectively Communicate Messages about the Need for Change Did not articulate the change or the business benefits. Assumed people understood what was going on. Did not communicate enough. Believed that when I tell them, they will do what I say. Source: Prosci Change Management Toolkit

30 #4 Most Common Sponsor Mistake Ignored the People Side of Change Ticked boxes on the organizational change project and thought the change was done and did not assess if the people had come on the journey. Assumed the initiative would sell itself because it s a good solution. Underestimated the concern people had regarding the impact of the change on their jobs. Source: Prosci Change Management Toolkit

31 #5 Most Common Sponsor Mistake Delegated or Abdicated the Sponsorship Role and Responsibilities Delegated the Leadership/Sponsorship to a Subordinate or Project Manager. Assumed that next-level structures would take ownership of the soft functions and deliverables. Outsourced sponsorship to consultants instead of leading the front. Source: Prosci Change Management Toolkit

32 Project Sponsor Awareness - a true Goodyear story Hi Sherry, I hope all is well with you... When we had the visit of Jennifer and Jeff, they asked us to fill out a list of the projects I'm the sponsor of. I know of course the main ones ( HVA 1.0 and 1.5) but I didn't remember all of them. And I felt bad :( Now yesterday I was asked to attend a meeting on "Designing the LAT sales project". And they asked me, as I have been asked many times before, to be the sponsor. So I told them about the obligations of a project sponsor, that it requires a significant commitment etc... At the end they withdrew their request. Maybe one thing we need to communicate more broadly is that project sponsorship has a restricted, special meaning... not be used outside this PMO meaning. In the meeting yesterday we agreed that I would "support" their project (but not be the sponsor). Thought I would share this story with you... 32

33 Tactic: Teaching PMs to Influence & Manage Up VitalSmarts. All Rights Reserved More than 100 Project Associates Trained in 2013

34 Tactic: Reinforce Right Sponsor Behaviors Sponsor of the Year Award Underway; On Track to Deliver Expected Benefits

35 Agenda Introduction Journey towards Project Management Excellence Goodyear Project Management Office Project Stakeholder Management Executive Stakeholders Project Sponsors Key Takeaways for Project Managers Q&A 35

36 Key Takeaway: Stakeholder Management Matters Investing in Stakeholder Management Impacts Project Outcome Attainment Highly engaged stakeholders can boost business outcome attainment by 30% Projects with very effective sponsors are 50% more likely to be successful than projects with ineffective sponsors You can only get the benefits if you apply the full 4-step process of Stakeholder Management don t be the mouse! 36

37 Key Takeaway: You are the Sponsor s Coach! Take ownership for developing and coaching your sponsors! Coach the sponsor on their role Prepare communications for them Provide behind the scenes assistance to the sponsor Hold regular meetings with the sponsor Reinforce good sponsor behaviors Hold the sponsor accountable in their role Source: Prosci Change Management Toolkit

38 Key Takeaway: You are the Relationship Manager Develop your Interpersonal Skills and your Management Skills Interpersonal Skills Building Trust Resolving Conflict Active Listening Overcoming Resistance to Change Management Skills Facilitating Consensus Towards Project Objectives Influencing People to Support the Project Negotiating Agreements to Satisfy Project Needs Modifying Organizational Behavior to Accept the Project s Outcomes 38

39 Wrap Up In a world focused on project outcomes, stakeholder management and sponsor engagement are worthwhile investments Use the 4-step process outlined in PMBOK and remember to Rightsize! Balance your approach between building technical capability and interpersonal skills 39

40 Don t be the Mouse

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42 Thank You and Safe Travels Home 42