Project Politics

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POLITICS ($@%^&*&#) The Dark Underbelly of Big Projects

description

Any time you have three or more people involved, there is politics. Effective leaders understand this and work with the political nature of people to bring out the best in them. Project managers often complain about politics, but wishing them to go away does not get the project done. Don Ortner guides people through some effective ways to work with politics in organizations to accomplish great things.

Transcript of Project Politics

  • 1. POLITICS($@%^&*)
    The Dark Underbelly of Big Projects

2. Peter Drucker
Because its purpose it to
create a customer,
the business enterprise has two
and only these two
basic functions:
Marketing
&
Innovation
Project Management
Delivers
3. PROJECT MANAGEMENT
The Professional Craft of
CONVERTING
IDEAS
(AKA: INNOVATIONS)
TO
REALITY
4. Masters of the Craft
Know the processes
Novice Journeyman Master
Know the tools and their purpose
Proficient with the tools
Expert handling of the tools designs own tools
5. Novice vs. Expert
Expert
Novice
6. Top Causes of Project Failure
Addressing
Today
Statistics from July 2007 Issue of PM Network.
7. POLITICS!
How many of you have
Experienced POLITICS?
Seen POLITICS lead to project failure?
Seen a successful project labeled as a failure due to POLITICS?
8. Politics Defined
The interactions between three or more individuals who desire to accomplish a set of goals
but
who have different perspectives, expectations and definitions of success.
We ALL play politics!
9. 10. Our Focus: Develop Tools and Thinking Styles regarding politics which Lead to More Successful Projects
You will leave here:Aware of PM tools to manage political risk and have sufficient knowledge to develop proficiency
11. Stakeholder Concerns
Technical
Performance and Specifications
Processes, procedures
Resources
Social/Political
Perceived Risk
Perceived Value

  • Personal:career, reputation

12. Departmental:functional impact, opportunity cost 13. Corporate:image, market value 14. Peers and friends:perceived cool factorReality
15. Potential Stakeholders
Senior Management
Department Mgt.
Project Managers
Clients
Customers
Users
Functional Managers
Suppliers
Regulators
Manufacturing
Task Performers
Team Members
Community
Others?
16. Foundations
All projects must add value to clients and critical stakeholders must perceive this value
Building an effective (BARF) plan requiresmeetings, sign-offs, interactions with otherprojects, negotiations, compressing, juggling, begging, crying and etc.
Reality
17. Most Projects Fail to Meet Expectations
Successful
PMs
CONTROL
expectations
18. Project Political Risk Management
Identify
Analyze
Inform
Act
19. Who are stakeholders?
What do they most likely want?
Identify
20. What level of authority do they have?
How Concerned are they with the operation and/or outcome of the project?
How might this project impact their desired objectives?
How strongly will they most likely feel about this project?
Analyze
21. Power
The ability to obtain results
Concern
The degree to which an individual has a vested interest in the results
22. Analyze
Political Assessment Grid
For Each Stakeholder
ID Stakeholder
Determine level of interest in project
Clarify organizational power
Project Must satisfy those with High Power/Concern
High
Power
Low
Low
High
Concern
23. Stakeholders
Analyze
ROLES
CONTRIBUTIONS
Sponsor
Agent
Advocate
Client
Adversary
Neutral
Roles:
The type of support the stakeholder will provide to the project.
Contributions:
Identifies a stakeholder as either a provider of services to the project or the recipient of the project value
24. Selected Change Management Roles
Responsible for creating an environment enabling success
Sponsor
Primary focus of change effort
Client
Responsible for actually making change
Agent
Wants change but lacks power to sanction it
Advocate
Opposes change but lacks direct authority to stop it
Adversary
25. Stakeholders
Analyze
ROLES
CONTRIBUTIONS
Sponsor
Agent
Advocate
Client
Adversary
Neutral
X
X
A
X
X
B
X
O
X
C
X
X
D
X
X
O
E
X
O
X
F
X
X
G
X = Current StatusO = Desired Status
26. 27. Our Brains-Hardwired for Stories
FACTS without stories are not relevant
28. To understand people, you must understandtheirstories
29. To Persuade PeopleYou mustGive them a new storyBased on their old story
30. Transforming Stories RIFT
Inform
Research
Interview
Formulate
Transform
31. Transforming Stories RIFT
Inform
Research

  • Review departmental business plans

32. Understand how stakeholders success is measured/perceived 33. Talk to people 34. Sponsors = great resource 35. Understand stakeholders professional philosophy 36. Draft their story