the joy of herding cats - influence on projects without direct authority
TRANSCRIPT
The Joy of Herding Cats: Influence on Projects without
Direct Authority
Patricia J. Williams, MA, PMP
DataEd Solutions, LLC
202-422-2020
Audience Poll: How many of us are managing projects for which we have no direct authority?
Case Study Large Customer Relationship Management Implementation Project
Complex Cloud-based IT Solution – 870 User Requirements 12-14 month Project Partnership with Implementation Vendor (specializing in Non-Profits)
Top-heavy leadership structure (multiple perceived Sponsors) Chief Operating Officer, SVP for Programs, VP Information Technology,
Director of PMO and Executive Director for Programs (internal) VP for Professional Services, Delivery Manager/PM, Principal Consultant
and Senior Consultant (external) Hired Business Analyst/PM as “Project Champion”
no direct reports, nor authority over staff 40 Subject Matter Experts (most have 5+ years with organization) New to position, new to organization, new to software solution
First things first…Business Analyst/PM led by example, not by authority Got down to business ASAP - Project Plan, SOW, and 870 User
Requirements (3rd party deliverable prior to project launch) Met with all 40+ SMEs in one-on-one conversations to understand
their role within the organization structure and their interest and influence on project
Leveraged one-on-one meetings to explain the project and to market the new IT Solution to encourage stakeholder buy-in and build project excitement
Developed Stakeholder Matrix to visualize and to keep track of the project influencers and to anticipate unexpected “opportunities”
First things first… Developed a “User Adoption Plan” focused on deepening relationships with
(key) stakeholders in order to engender trust and to gain immediate feedback
Developed an internal Project Communication Plan Developed cross-organizational alliances to promote project and initiate
“hallway conversations” and to spread the gospel Hosted a “Naming Party” for the new IT Solution – created sense of
ownership and supported overall stakeholder buy-in and adoption “Charm Offensive” – Intentional/deliberate listening skills, consistent follow-
through, kept promises and demonstrated “availability” – quoting Sonny from “A Bronx Tale”
Strategically established trust across the board
Building Trust… one relationship at a time Trust - "reliance on the character, ability, strength, or truth of someone or
something“ Trust is essential to an effective team because it creates a supportive and
“safe” environment in which to operate and work: Inspires Productivity Encourages Innovation Fosters Collaboration Ignites Creative Thinking Boots Morale and Willingness to Share Knowledge
Empowers staff/employees to take a leading or management role
Key skills required – Interpersonal/Relatability Contribute positively to all discussions – move the conversation forward Create the space for the initiation, development, and maintenance of essential
relationships which are important to the heath and success of the project Establish an environment of transparency and trust, by allowing project team
members to focus on personal responsibilities and contributions to the project without second guessing the activities of other stakeholders or SMEs
Relate directly to the SMEs and stakeholders; validate their influence and their needs on the project
Key skills required – Strong Communication Articulate the value of the project in a clear and concise manner Ensure that everyone is aware of project, the overall expectations and their
roles/responsibilities on the project – “hallway conversations” are important Mitigate risks by being and promoting transparency – no hidden agendas Increase the probability of stakeholder buy-in by listening, considering all
dimensions of a potential action, and make the decision with authority – motivate project team performance and establish trust among the team members -- #betheone
Demonstrate your influence: strong oral and written ability on multiple platforms; keep impeccable records and documentation
Key skills required – Management Be willing and able to – Herd the cats! Engage stakeholders and continually boost morale; happier team members are
more productive Establish and maintain clear project objectives Set boundaries, communicate regularly and maintain stakeholders’
expectations
The PM’s Responsibility Set the standard of great practice – use of PMI’s Guiding Principles Steer the ship Be open and receptive to change – the one constant in all projects Initiate, meet milestones, and close the project within the triple constraints Identify stakeholder issues and concerns before issues become
counterproductive Predict and mitigate risks in a timely manner Resolve issues proactively and as quickly as possible
PMI’s Core Values – The Moral Compass Project Management Impact
Project management is a critical competence that has a positive influence on organization results and society.
Professionalism Accountability and ethical behavior ensures our commitment to PMI stakeholders.
Volunteerism Volunteers and effective volunteer partnerships with staff are the best way to accomplish the Institute's goals and objectives.
Community Bringing members of the global project management community together is the best way to advance the project management profession and facilitate their growth.
Engagement Encouraging diverse viewpoints and enabling individuals to contribute to the project management profession and to the Institute.
It’s all about Relationships and Teamwork
Questions?