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Managing Project-Resistant Stakeholders
- By Partha S. Ghose, PMP
In projects where there are a large number of stakeholders, success may hinge on managing that segment who could impact the project in a negative way. This article discusses a step-by-step strategy for identifying and categorizing such stakeholders and outlines recommendations for developing a stakeholder management plan that transforms their outlook from negative to positive.
Stakeholder Management in SAP Implementation Projects
- By Sailendra Nath Swain, PMP
Stakeholder selection should be a collaborative effort between the client and the project team. In this paper, the author outlines a strategy for conducting stakeholder analysis, classifying stakeholders into broad categories. Action plans for gathering stakeholder requirements and devising a communication strategy provide a reference for project managers implementing SAP or other similar enterprise-wide applications.
Effective End-user Engagement in New System Roll-outs: A Project Manager’s Guide
- By Amrita Khadilkar, PMP
The effective engagement of end-users is critical to the success of a new system implementation but can be the most challenging part of the project. The author recommends three inter-related sets of strategies (collaboration, coaching, and communication) along with suggestions for how and when they can best be implemented.
Effective Stakeholder Management Using Core Teams
- by Nate Solberg, PMP
Stakeholder management is critical to the success or failure of a project. The core team process is an important tool for ensuring buy-in and fostering collaboration throughout the business. It is also a means for collecting ongoing input for the team, which will reduce your level of project risk. Most importantly, it will allow you to manage your stakeholders effectively by actively including them in the project life cycle.
“Tone at the Top” – How Management Support Makes a Difference in Project Success
- by Diane Haubner, CISA, PMP
When we talk about what makes a project successful, where does ”Tone at the Top” fit in? In other words, how does management commitment and support truly enable and enhance a project’s success?
Understanding Project Stakeholder Behavior: The ADTraD Model and the Change Wave
- by Neil Berman, BA, ACA, PMP
Although one project differs from the next, a constant factor in each is that change is challenging for stakeholders, and it is crucial for us to understand how they will handle the journey. This paper will present the four stakeholder groups that are present in any project: activators, drivers, travelers, and dissenters, their different motivations and their behaviors and levels of positive engagement during a project.
Shared Understanding Management
- by Ömer Ertekin, Senior Systems Engineer, Dornier Consulting Engineering & Services GmbH
Technology and more knowledge of other cultures and languages are making communication easier in projects distributed across mutliple teams, companies and continents. But the real problem with communication in project management is not communication itself, but rather "understanding." Understanding, as defined for the purposes of this discussion, is a result of different motivations for the project (the "hidden agendas"-not the requirements but the "desirements").