BUILDING AND MAINTAINING RELATIONSHIPS WITH PROJECT STAKEHOLDERS

BySuhail Iqbal, PE, PMP, MCTComponent Mentor (Asia)Research Scholar, Lille, France

OverviewIntroduction to Relationship BuildingRelationship Awareness TheoryStakeholder ManagementLinkage with Communications and Conflict ManagementEffects of crossing organizational, cultural, and, time and distance boundariesRelationship Building Strategies

Introduction to Relationship Building

Competency vs Maturity

Dimensions of Competencywhat they know about project management?what they are able to do or accomplish while applying their project management knowledge?how individuals behave when performing the project or activity, their attitude and core personality traits?

Personal CompetenciesUnit of Competence: Achievement and ActionAchievement Orientation ClusterConcern for Order, Quality, and Accuracy ClusterInitiative ClusterInformation Seeking ClusterUnit of Competence: Helping and Human ServiceCustomer Service Orientation ClusterInterpersonal Understanding ClusterUnit of Competence: Impact and InfluenceImpact and Influence ClusterOrganizational Awareness ClusterRelationship Building ClusterUnit of Competence: ManagerialTeamwork and Cooperation ClusterDeveloping Others ClusterTeam Leadership ClusterDirectiveness: Assertiveness and Use of Positional Power Cluster

Relationship Building

The Human SideRelationship building and empowerment occurs when we plan and manage our human resources effectively.Managing Project Life: A Project Management Model for Successful Lifestyle Management by Barbara J. Wong, PMP & Raymond A. Ford-- Proceedings of the 29th Annual PMI 1998 Seminars & Symposium, Long Beach, California

Personality DisorderMost generally effective approaches to personality disorder therapy involve relationship building and maintenance, appropriate understanding of the situation/problem/project, with the ability to apply contingent solutions.Project Management in Manufacturing: Personality Disorder vs. Business Process by Diana L. Day, P.E., PMP-- Proceedings of the 29th Annual PMI 1998 Seminars & Symposium, Long Beach, California

Relationship Awareness Theory

Relationship Awareness TheoryWe all do what we do because we want to feel good about ourselves. We tend to take two different approaches to life: When we feel that things are going well, and When we feel that we are faced with opposition or conflict. A "personal weakness" is no more or no less than the overdoing or misapplying of a personal strength. We naturally tend to perceive the behaviors of others through our own filter, our Motivational Value System. Premises

Relationship Awareness TheoryBehaviors are tools used to get some result or confirm our sense of self-worth. These tools are also used to ward off things we do not want. Motives come from our wish to feel a strong sense of self-worth or self-value. Our individual Motivational Value System is consistent throughout our life and underpins all of our behaviors. Behaviors

Stakeholder Management

Project Stakeholders For projects, stakeholders can include a very broad range of organizations and individuals, many of which can effect the success of the project in either negative or positive ways. These stakeholders should be identified in the program management plan, along with issues, requirements and responsibilities associated with properly managing those relationships. In addition, regulatory compliance, reporting and relationship building should also be planned and described in the management plan.Managing Program Management Plans: Effective Tools for Managing Multiple Projects by David L. Pells, PMP -- Proceedings of the 29th Annual PMI 1998 Seminars & Symposium, Long Beach, California

Provider Selection Providers must be selected based on their total capabilities and cultural fit. A careful balance of relationship building and a competitive, methodical approach must be struck throughout the provider selection process.Combining Strategic Outsourcing and Project Management: The Synergistic Effect by Shan Rajagopal, Ph.D. and Michael Mobley -- Proceedings of the 31st Annual PMI 2000 Seminars & Symposium, Houston, Texas

Two Hats: Director vs LeaderChanges are Coming for 2000: Approach Project Management with Two Hats by Kelly Kalmes -- Proceedings of the 29th Annual PMI 1998 Seminars & Symposium, Long Beach, California

Linkage with Communications and Conflict Management

Team Integration Issues Prior to distributing the integration-level functional schedules, every effort should be made to get to personally know as many people as possible supporting the program. Get to know the team members by name, and whenever possible try to talk to them about their role, function and how it relates to the program. This requires that you sincerely care about others and their contributions to the team. This relationship building can be planned, but in practice, it is mostly unplanned and usually only takes a few minutes per day. When developing relationships, it is important to keep in mind that project teams consist of an assortment of personalities that range from quiet introverts on one end of the spectrum to boastful extroverts at the other end. Quiet introverts need to be prodded to contribute information. However, once the feel comfortable in a relationship, they will open up. The boastful extrovert will provide more than enough information. The challenge with the boastful extrovert is to be able to glean the important project information.Developing a Framework for Establishing Cross-Functional Integration Within a Product Development Project by William J. Swanston and Gary T. Biggar -- Proceedings of the 31st Annual PMI 2000 Seminars & Symposium, Houston, Texas

Localization of Process A local organizational model can be developed to show the relationship of the local project management association to government agencies and industrial firms, which can then be used for communication, relationship-building, marketing, and developing products and services for local stakeholders.Global Impact: How Global Events and Trends Might Affect the Project Management Profession Worldwide by David Pells, PMP -- Proceedings of the 30th Annual PMI 1999 Seminars & Symposium, Philadelphia, Pennsylvania

Cost of Conflicthigh turnover, grievances and lawsuits, absenteeism, divorce, dysfunctional families, prejudice, fear. Conflict is a fact of life - for individuals, organizations, and societies. The cost of conflict is:- A well-managed conflict can actually be a force for positive change.

Effects of crossing organizational, cultural, and, time and distance boundaries

Virtual Teams In this increasingly electronic age, virtual teams have become a way of life. Maintaining communications and continuing relationship building among a virtual team project or department across miles and oceans presents a host of new challenges.Teaming in the Virtual World Getting Beyond Location by Mary Elizabeth Diab, PMP -- Proceedings of the 31st Annual PMI 2000 Seminars & Symposium, Houston, Texas

Virtual Project ManagementMembers in a distributed project management environments often have expertise in a specific area, so there is a great need for knowledge sharing and relationship building via effective communication and knowledge management techniques. Initial face-to-face communication is an essential prerequisite in establishing higher levels of trust and motivation among managers working from geographically dispersed locations.Managers or team leaders must play as a communication bridge between the two developers of virtual teams in order to minimize conflict.A single communication point is a must to avoid redundancy and conflict.For effective communication, the appropriate use of telephones, video-conferencing and face-to-face meetings should be considered essential. Clear ownership, roles and responsibilities are essential. Leaders should play an effective role to implement these processes.

Relationship Building Strategies

Relationship Building StrategiesCommunicate FrequentlyOffer RewardsHold Special EventsBuild Two-Way CommunicationEnhance Stakeholder Communication / Customer ServiceLaunch Multicultural ProgramsVisit the Trenches

1. Communicate FrequentlyHow often do you reach out to stakeholders? Do the bulk of your communications focus on product and project? For best results, it's important to communicate frequently and vary the types of messages you send. Instead of a constant barrage of promotions, sprinkle in helpful newsletters or softer messages. The exact frequency you choose will depend on your industry and even seasonality, it's possible to combine e-mail, direct mail, phone contact and face-to-face communication to keep prospects moving without burning out on your message.

2. Offer RewardsStakeholder/Customer loyalty or reward programs work well for many types of projects. Whenever possible, offer in-kind rewards that remind your stakeholders of your project and its products or services. Team must be aware of the reward system and must be influenced by it.

3. Hold Special EventsThe company-sponsored special events are returning to the forefront. Any event that allows you and your team to interact with your best stakeholders is a good bet, whether it's a springtime golf outing, a summertime pool party or an early fall barbecue.

4. Build Two-Way CommunicationWhen it comes to stakeholder/customer relations, "listening" can be every bit as important as "telling." Use every tool and opportunity to create interaction, including asking for feedback through your Web site and e-newsletters, sending customer surveys (online or offline) and providing online message boards or blogs. Stakeholders/Customers who know they're "heard" instantly feel a rapport and a relationship with you and your project.

5. Enhance Stakeholder Communication / Customer ServiceDo you have a dedicated staff or channel for resolving stakeholder/customer problems quickly and effectively? How about online stakeholder/customer assistance? One of the best ways to add value and stand out from the competition is to have superior stakeholder/customer service.

6. Launch Multicultural ProgramsOutsource all what can be done better by experts.Transfer Risk by procuring services and outsourcing high-risk tasks.Employ virtual teams to take advantage of time and border diversity.Ethnic stakeholders will appreciate marketing communications in their own languages. Bilingual stakeholder/customer service will also go a long way toward helping your company build relationships with minority groups.

7. Visit the Trenchesit's important to go beyond standard call of the duty and off-the-shelf communication tools in order to build relationships with stakeholders. When was the last time you spent hours, or even a full day, with a stakeholder?There's no better way to really understand the challenges your team face and the ways you can help meet them, than to occasionally get out in the trenches. Try it. You'll find it can be a real eye-opener and a great way to cement lasting relationships.

BUILDING AND MAINTAINING RELATIONSHIPS WITH PROJECT STAKEHOLDERS

Suhail Iqbal, PE, PMP, MCT House No. 374, Street 13, F-10/2, Islamabad, Pakistansuhail@pmi-islamabad.org +92-51-2292096+336-8403-9624SpeakersCoordinates