Managing—coping with complexity
Formulate plans and objectives
Monitor results
Take corrective action
Expedite activities
Solve technical problems
Serve as peacemaker
Make tradeoffs among time, costs, and project scope
Leading—coping with change
Recognize the need to change to keep the project on track
Initiate change
Provide direction and motivation
Innovate and adapt as necessary
Integrate assigned resources
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
10–6
Managing Project Stakeholders
Project Management Maxims:
You can’t do it all and get it all done.
Projects usually involve a vast web of relationships.
Hands-on work is not the same as leading.
More pressure and more involvement can reduce your effectiveness as a leader.
What’s important to you likely isn’t as important to someone else.
Different groups have different stakes (responsibilities, agendas, and priorities) in the outcome of a project.
Remember: project management is tough, exciting, and rewarding—endeavor to persevere.
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–6
10–7
Network of Stakeholders
FIGURE 10.1
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–7
10–8
Influence as Exchange
The Law of Reciprocity
One good deed deserves another, and likewise, one bad deed deserves another.
Quid pro Quo
Mutual exchanges of resources and services (“back-scratching”) build relationships.
Influence “Currencies” (Cohen and Bradford)
Cooperative relationships are built on the exchange of organizational “currencies” (favors).
Copyright © 2018 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Project Management 6e.
10–8
10–9
Commonly Traded Organizational Currencies
TABLE 10.1
Task-related currencies
Resources Lending or giving money, budget increases, personnel, etc.
Assistance Helping with existing projects or undertaking unwanted tasks.
Cooperation Giving task support, providing quicker response time, or aiding implementation.
Information Providing organizational as well as technical knowledge.
Position-related currencies
Advancement Giving a task or assignment that can result in promotion.
Recognition Acknowledging effort, accomplishments, or abilities.
Visibility Providing a chance to be known by
