Librería Portfolio

Projects are performed by people for people, with the key determinants of success being the relationships between project teams and project stakeholders. This web of relationships will either enable or obstruct the flow of information between people and, as a consequence, will largely determine project success or failure.

Making Projects Work: Effective Stakeholder and Communication Management provides a framework for understanding and managing the factors required for achieving successful project and program outcomes. It presents guidelines to help readers develop an understanding of governance and its connection to strategy as the starting point for deciding what work needs to be done.


Introduces the idea of an organization's communication ecosystem where information flows freely within and among all organizational layers
Explores the importance of the relationships with the project's stakeholder community as keys to project success
Describes the theoretical underpinnings of leadership
Provides detailed analysis of the different types of project stakeholders
Supplies guidance on developing the appropriate messages to meet project and stakeholder needs
The book describes how to craft appropriate communication strategies for developing and maintaining successful relationships with stakeholders. It highlights the strengths and weaknesses of existing project controls and outlines effective communication techniques for managing expectations and acquiring the support required to deliver successful projects on time and under budget.



Making Projects Work

Introduction

The Communication Ecosystem

Definitions

Governance

Strategic Management of Projects (Project Governance)

What Should the Boundaries of the Project Be?

Communication Influences Project Outcomes

The Reality Check

The Project Manager as Superhero: Represents the Hero Component of Project Management Culture

The Schedule and the Gantt Chart Are Truth: Represents the Symbol Component of Project Management Culture

Project Reports Are Clear Representations of Project Progress: Represents the Rituals Component of Project Management Culture

Operating within the Power Relationships of the Organization Is Manipulation: Represents the Value Component of Project Management Culture

Risk Management Is a Rational Process: Represents the Value Component of Project Management Culture

Conclusion


Stakeholders and Organizational Value

Introduction

What Is a Stakeholder?

A Stakeholder Has a Stake

Interest

Rights

Ownership

Contribution of Knowledge (or Experience)

Contribution of Support

Stakeholder Engagement

Implications for Successful Stakeholder Engagement in Projects

Expectations

Asking

Research

Surveys

Stakeholder Theory

Approaches to Stakeholder Relationships

Dimension 1: Political Perspectives of Stakeholders

Dimension 2: Purpose and Objectives of Considering Stakeholders

Dimension 3: Value of Considering Stakeholders

Dimension 4: Consideration of the Stakeholder Intervention level

Dimension 5: Consideration of the Degree of Stakeholder Enforcement

Organization Activities and Stakeholder Communities

How Many Stakeholders?

Analyzing the Stakeholder Community with the Stakeholder Circle

Managing Stakeholder Relationships

Step 1: Identify

Step 2: Prioritize: How to Understand Who Is Important

Power

Proximity

Urgency

The Prioritization Process

Step 3: Visualization: Presentation of Complex Data

Step 4: Engage

Application of Attitude in Organizations Today

Examples of Engagement Profiles

Step 5: Monitor the Effectiveness of the Communication

The Value of Effective Stakeholder Engagement

Zero Cost of Quality

Value to the Organization

On Time/On Budget Delivery

Value to Stakeholders

Value to the Project or the Organization

Value to the Team

Conclusion


Focus on Leadership: Theories for Leading and Managing

Introduction

What Is a Team?

A History of Management

Henri Fayol: Functions of Management

Scientific Management (Frederick Taylor)

The Hawthorne Experiments and Their Findings

Maslow's Hierarchy of Needs

Herzberg's Hygiene Theory

McGregor's Theory X and Theory Y

Theories of Leadership

The Leadership of Ernest Shackleton

Goleman's Leadership Styles

Trait Theory

Transactional Leadership

Charismatic Leadership

Transformational Leadership

Situational Leadership

Authentic Leadership

Vroom's Expectancy Theory and Decision Model

Making Decisions

Define the Problem

The Decision-Making Process: Who Should Be Involved?

How Can We Minimize the Effect of Personal Preference and Bias?

Alternatives: How Do You Prioritize Alternatives?

Reduce Uncertainty?

Implement the Solution and Review the Effectiveness of the Implementation

Conclusion


Focus on Downwards: The Practicalities of Leading the Project Team

Introduction

Emotional Intelligence

The Nature of Teams

Team Formation and Construction

Agile Teams

The Leaders' Role in Successful Agile Projects

Virtual Teams

Theories of Team Development

Tuckman's Model of Team Formation

Forming

Storming

Norming

Performing

Adjourning

How This Model Is Useful

How Good Is This Model?

Swift Trust

Swift Trust Works When

The Tool Kit of a Leader

Motivation

Counteracting Social Loafing

Other Demotivators

Delegation and Motivation

Delegation

The Benefits of Delegation

Feedback

Giving Negative Feedback

Preparing to Give Feedback

Managing Conflict

Blake and Mouton's Approach

Interventions to Minimize Potential Conflict

Coaching

Conclusion


Focus on Managing Upwards

Introduction

The Managers' Dilemma

Making the Transition to the Executive Level

Five Levels of Leadership

The Sponsor

Three Important Rules for Sponsor Engagement

Power within Organizations

Dealing with Difficult Stakeholders

Helping the Sponsor Help You (and Your Project)

When the Sponsor Leaves the Project

Managing Relations with Senior Stakeholders

Building Trust

Dealing with Difficult Bosses

The Incompetent Boss

Micromanager

Gives Unclear Instruction, Is Disorganized

Blames Others or Takes Undue Credit

Acts Like a Tyrant or a ´Game Player´ Saying No

Intelligent Disobedience

Conclusion


Focus on Sidewards and Outwards Stakeholders

Introduction

Sidewards and Outwards Stakeholders

Sidewards Stakeholders

Outwards Stakeholders

Networks

Definitions

Different Types of Networks

Degrees of Separation

The Power of Networks

Emotions and Networks

Applying the Theories of Networks to Managing the Expectations of Stakeholders

Social Media

Using Social Media Effectively in Projects

LinkedIn and Social Distance

Finding Influence Networks around the Project

Stakeholder C