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When it comes to managing teams and stakeholders, Ms. Goltz says her style is “open door, open mind, open to change.”
“Trust and cooperation are natural components for me, as I like to foster pride in team achievements,” she explains. “Typically my team pays me back by trusting in my judgment.”
To manage stakeholders or team members, Ms. Goltz says she always tries to:
- Listen closely and take note of their requirements and pain points,
- Demonstrate professionalism, drive and a results orientation, and
- Ensure them that her actions are well-organized and methodical.
“When issues arise, I endeavor to react quickly, informing key stakeholders, and getting the right people together to solve the problem and get the project back on track,” she says.
Whether it’s your relationship with stakeholders, customers or team members, get feedback. It’s how you will improve, Mr. Garg says.
He suggests using a customer satisfaction index (CSAT) for stakeholder management. Ideally, a CSAT includes specific project parameters defined by the client, code quality, delivery milestones, team performance, communication, client satisfaction and overall quality.
For team members, he uses an employee satisfaction index.
“This can be managed by using transparency within the team and can be improved keeping all team members satisfied and resolving conflict and issues effectively,” he says.
The PMP certification has helped Mr. Pastrana improve communications—even when teams are scattered around the globe.
“The PMP credential—and project management experience through time—has [increased] my awareness on how to provide better communication methods and approaches according to the wants, needs and interests of project sponsors, customers and teammates,” he says.
In his current role, Mr. Pastrana is responsible for implementing HSBC’s global finance change program in Latin America, a post that requires a high level of project governance to ensure projects are standardized and strategically aligned throughout the region. To do that, he has to coordinate project teams virtually from his base in Mexico.
“Nowadays, as a PMP, my role is for both regional and global purposes because most of the teams are located within the Americas, Asia or Europe,” says Mr. Pastrana. “Depending on the project, most communication, project governance and control are handled virtually and depend on predefined processes of communication and progress reporting at the team level and senior management level.”
For that, he needs solid communications skills.
“Having the experience that qualified me for the PMP credential gave me a structured way to set and monitor expectations in order to set a long-term relationship with the team, sponsors, clients and providers based on trust and transparency,” he says.
Earning the PMP credential helped Mr. Tedd broaden his “view of the team, increase the value and necessity of the project sponsor, and clarify the role of the client” because he can rely on proven project management models and criteria for success.
Having the experience that led him to the PMP credential has improved the way he manages both his team and project stakeholders.
Using regular status and task reports, he gets clear and up-to-date information about where the project is and about any issues so he can mitigate risks on a regular basis.
He says that project success often depends on having a project champion who can formalize the role of the stakeholders within an organization, and provide input for a project charter and project plan, and a schedule that sponsors can review each week. This allows him to engage stakeholders when he needs assistance in risk mitigation or change control.
Do you have a comment about this article? Share your thoughts on the interpersonal dynamics of managing project sponsors, stakeholders and team members with PMI and your fellow PMP credential holders. E-mail the PMP Passport Editor. PMI would like to hear from you and may consider your response for future publications.
