MANAGING STAKEHOLDER EXPECTATIONS for PROJECT SUCCESS A Knowledge Integration Framework and Value Focused Approach Ori Schibi, PMP Copyright © 2014 by PM Konnectors ISBN-13: 978-1-60427-086-0 Printed and bound in the U.S.A Printed on acid-free paper 10 9 8 7 6 5 4 3 2 1 Library of Congress Cataloging-in-Publication Data Schibi, Ori, 1971– Managing stakeholder expectations for project success: a knowledge integration framework and value focused approach / by Ori Schibi p cm Includes index ISBN 978-1-60427-086-0 (hardcover : alk paper) Project management I Title HD69.P75S35 2013 658.4’04—dc23 2013033269 This publication contains information obtained from authentic and highly regarded sources Reprinted material is used with permission, and sources are indicated Reasonable effort has been made to publish reliable data and information, but the author and the publisher cannot assume responsibility for the validity of all materials or for the consequences of their use All rights reserved Neither this publication nor any part thereof may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written permission of the publisher PMI, PMP, and PMBOK are registered marks of Project Management Institute, Inc PMI does not support or otherwise endorse this publication The copyright owner’s consent does not extend to copying for general distribution for promotion, for creating new works, or for resale Specific permission must be obtained from J Ross Publishing for such purposes Direct all inquiries to J Ross Publishing, Inc., 300 S Pine Island Rd., Suite 305, Plantation, FL 33324 Phone: (954) 727-9333 Fax: (561) 892-0700 Web: www.jrosspub.com Dedication This Book is Dedicated to: Eva, my wife, my best friend, my love and my everything It is my greatest fortune to have found someone who enriches every aspect of my life and who has so much grace, kindness, inner and outer beauty and love for me and our beautiful daughters Eva played an instrumental role in bringing this book to realization with her support, supreme editing capabilities, dedication, knowledge, inquiring mind, and above all, patience Our wonderful daughters Kayla and Maya And my mother, Hava, who has provided me with love, care, dedication, and everything I ever needed to anything I put my mind to, with support, advice and unconditional love and commitment For all of these, I am most grateful iii Acknowledgments Special thanks goes out to: Ron Kerr Ari Glaziel Cheryl Lee Eitan Shibi Barry Bender Karen Yepson Naaman Shibi For their knowledgeable and thorough review and input iv Table of Contents Preface xi About the Author xvii Introduction .xix CHAPTER 1 The (Sad) Reality of Project Management The Reality in Quotes Not Enough of Instant Gratification .7 The Short History of Project Management Sign of the Times More With Less 10 Give Me a Schedule 12 The Structure of Our Brain and Project Management 15 Culture of Alligators 17 CHAPTER 2 Project Complexity and Readiness Assessment 21 Introduction to the Readiness Assessment .22 What the Readiness Assessment is About 25 Assessment Considerations 26 Assessment Results: How Do You Know When You Are Ready? .29 Introduction to the Project Complexity Assessment 30 What is Complexity? 32 Project Attributes .35 Thoughts on Complexity 37 Kickoff Meeting 37 Kickoff Summary .40 Readiness and Complexity Final Thoughts 40 CHAPTER 3 Culture and Politics: The Organization’s Pillars and Speed Bumps 43 What is Politics? 44 Understanding Politics 47 v vi Managing Stakeholder Expectations for Project Success Blood Is Thicker Than Water 51 Let’s Talk About Politics: The Interstate Story .51 Emotional Resilience 54 Win-Win 54 Coffee and Value 56 Team Building .57 Is There an “I” in Team? 58 A Different View of Leadership .59 Leadership Styles 60 Conflict 62 Team Development 62 Sources of Conflict .65 Conflict—The Good, The Bad, and The Ugly .71 Conflict Resolution Techniques .73 Escalation 76 Misconceptions About Conflict .77 May Come in Handy 77 Final Political Thoughts 79 CHAPTER 4 Understanding Stakeholders and What They Want 83 Stakeholder Identification 85 Stakeholder Analysis Brick and Mortar 87 Confidential 91 Stakeholders and the Requirements 92 Take It Up a Notch .95 Attitudes 102 Responsibility Assignment Matrix 103 Focus 107 Stakeholder Engagement and Expectations Management 108 Stakeholder Management Plan .110 Evaluate the Process 110 Stakeholder Expectations Management Final Thoughts 110 CHAPTER 5 Connecting Success and Constraints 113 Defining Success Through Constraints 115 The Triple Constraint/Competing Demands .117 The Constraints Face-off 117 The Balloon .119 Setting Expectations 124 Success Acceptance and Approval 126 Project Charter 127 Table of Contents vii Beyond Scope, Time, and Cost 128 Success Factors 129 Enhance the Measurements 130 Let’s Put It In Order 132 Final Thoughts About Quality and Success 133 CHAPTER 6 Assumptions: The Project Manager’s Best Friends 135 What Is an Assumption? 136 Specify and Record Assumptions 136 What Might Happen with Assumptions .139 Assumption Categories 140 Document Assumptions from the Start 141 How to Identify Assumptions 142 Assumption Log .145 Project Assumptions 146 Potential Backlash 147 Assume and Monitor .148 Keep in Mind 149 Final Thoughts on Assumptions 150 CHAPTER 7 Managing Those Things That Make a Difference 153 How Do You Manage Your Day? 154 What to Manage .157 Transformational Focus 158 Time Wasted .163 More Transformational Areas of Focus 165 Final Thoughts About Managing What Matters 172 CHAPTER 8 Managing Risk Effectively: What’s Missing from Current Risk Management Methodologies 173 Characteristics of Risk .174 What to Aim For 175 Risk Methodologies 176 Where to Start 176 Do Not Wait Until the Wheels Fall Off 178 Risk Planning and Approach 178 Risk Register .179 SWOT Analysis 181 SWOT on Steroids 182 Risk Identification 184 The Risk Identification Process 186 viii Managing Stakeholder Expectations for Project Success Risk Analysis .188 Risk Urgency: Beyond Probability and Impact 195 Risk Assessment .196 Next Step: Triggers and Detectability 197 Risk Response Planning 198 Contingency 202 Secondary and Residual Risks 204 Controlling Risk .206 Additional Risk Considerations .208 Final Thoughts on Risk 213 CHAPTER 9 Learn What Quality Means 215 Management Responsibility 216 About Quality 218 What Is Quality? .218 Cost of Quality 220 Quality Management Plan 223 Quality Considerations 224 Poka-Yoke 225 Project Health 226 Health Measurements 228 Final Thoughts on Quality 232 CHAPTER 10 Managing Project Change 235 Change Control 236 Proactive Project Change Management 237 The Change Control Process 241 Project Change Management Considerations 247 Final Thoughts on Change .255 CHAPTER 11 Designing and Managing Project Communications 257 Not a 50–50 Effort 259 Changing Project Management 261 Communication Planning .264 Team Contract and Ground Rules 268 More Thoughts on Communication .272 Final Thought: Own the Communications 276 CHAPTER 12 Organizational Influences 279 Chapter Structure: in 280 Alignment 280 Table of Contents ix Critical Chain 281 Risk and Change Requests 283 Lessons Learned and Post Implementation Review 284 Lessons Learned are Not Only About Lessons 285 Post Implementation Review 290 Project Rescue and Recovery 292 What is Recovery About? 294 Tips For Recovery 295 Thoughts on Recovery .297 Organizational Influences Final Thoughts 299 CHAPTER 13 Integration: Putting It All Together 301 Not a Perfect World 302 Doing It Right 304 Integration, for Real 318 Who Is More Important? 319 How to Say No When You Need to (and Still Keep Your Job) 321 Final Thoughts 324 Moving Forward .325 Index 327 ... about project management and xi xii Managing Stakeholder Expectations for Project Success utilizing existing methodologies and concepts, so they work for us and benefit the causes for which projects... vicious cycle of managing emergencies, rather than managing the project, and slowly but surely, the project falls behind xxii Managing Stakeholder Expectations for Project Success MANAGEMENT... timelines or budget numbers for the entire project up front Many approaches, such as xxiv Managing Stakeholder Expectations for Project Success Agile, attempt to address this by, for example, shortening