Managing the Human Side of Projects: Facilitating Stakeholder Satisfaction, Change Adoption, and Organizational Value with Thomas Luke Jarocki
What You Will Learn
Upon completion of this training, learners will be able to:
- Demonstrate the skills necessary to address the myriad of issues affecting stakeholder satisfaction, change adoption, and organizational value.
- Explain how organizational change management and other human factor concepts and principles are embedded throughout the PMBOK® Guide.
- Discuss the foundational principles that will help project managers develop a comprehensive project management plan that addresses many of the stakeholder and organizational change management elements that influence project planning and execution, stakeholder satisfaction, change adoption, and value realization.
Description
One of the most unpredictable elements of project success and value realization is people—the “human factors” that can influence the timeline, scope, budget, teamwork, stakeholder satisfaction, and adoption and utilization of project outputs (which are the necessary prerequisites for value creation). While traditional project management processes help increase the chance of project success, they are often insufficient when developing plans to address the various stakeholder engagement expectations and change adoption needs required to facilitate value creation.
Today’s well-rounded, forward-thinking project managers understand that good project management relies not only on managing requirements, but also on managing change and ever-evolving stakeholder needs. They do not “outsource” the human side of projects to psychologists or implementers of outdated change management models. Rather, they incorporate principles of leadership, team building, organizational behavior, and people change management into project management practices and standards.
In this training, we will delve into the essential Project Management Knowledge Areas within A Guide to the Project Management Body of Knowledge (PMBOK® Guide) and demonstrate how each of them can be augmented to include a greater emphasis on anticipating and mitigating the human, political, and organizational change factors that can make or break project success.
Join this fun, provocative training that provides the skills and competencies necessary to better manage the human side of projects.
AGENDA
Outline
- Introduction
- The Story of the Quarry Man and the Vision
- Why Everything Comes Down to How Well You Manage the Human Side of Projects
- Housekeeping, Introductions, and PDUs
- The Creation of Project Value
- Why PMI Is Increasing Its Attention on the Importance of Managing the “Human Side”
- Who Are the Stakeholders That Are Most Critical to You?
- Utilizing Project Management Principles for Managing Large Groups of Stakeholders
- Utilizing Project Risk Management to Identify and Mitigate Human-Factor Risks
- Incorporating Behavioral Change Management and Other Human-Factor Activities Into the Project Scope
- How Company Norms and Culture Affect Project Time, Scope, and Budget
- Utilizing Procurement and RFP Processes to Gather Human-Factor Insights and Solutions
- Augmenting Project Management Processes to Better Manage Individuals and Small Groups
- Why Stakeholder Management Plans Actually Need Three Distinct Objectives
- Building Strong and Visible Project Sponsorship
- Defining the role of the sponsor
- Working with the ultimate power couple—improving the project sponsor/project manager relationship
- Developing leadership action plans (LAPs)
- Building and Managing a High-Performing Team
- Developing and setting the right expectations
- Selecting and developing project team members: Who you want versus who you actually get
- Using the four-step approach for managing conflicts
- Dealing with difficult individuals
- Accelerating Change Adoption and Utilization of Project Outputs and Deliverables
- Understanding the importance of change adoption
- Understanding the three main concepts behind change adoption
- Using techniques for developing the right user adoption for you (hint: it is not a “one-size-fits-all” approach)
- A “Next-Generation” Approach to Project Communications Management
- Key Differences Between Managing Internal and External Communications Needs
- Developing a Communications Management Plan That Reflects Stakeholder Needs
- Thinking Beyond Emails and Typical Microsoft PowerPoint Slides
- The Project Resource Management/Project Quality Metric Connection
- Tips for Determining When to Do It Yourself Versus When to Outsource
- Metrics for Evaluating the Human Side
- Stakeholder satisfaction
- Training plan effectiveness
- User adoption rates
- Integrating Project Management, Stakeholder Engagement, and Organizational Change Management
- Bringing It All Together—Augmenting Project Management With Change Management
- Stakeholder Management Review and Summary
- Wrap-up
- Where to Go From Here and Additional Resources
- PDU Credit
- Stay in Touch and Safe Travels!
- Conclusion: The Story of the Quarry Man and the Vision
PDU Allocation Table
| Ways of Working | Power Skills | Business Acumen | Total | |
|---|---|---|---|---|
| CAPM® / PMP® / PgMP® | 0 | 5 | 2 | 7.00 |
| PMI-ACP® / Agile* | 0 | 5 | 2 | 7.00 |
| PMI-SP® | 0 | 5 | 2 | 7.00 |
| PMI-RMP® | 0 | 5 | 2 | 7.00 |
| PfMP® | 0 | 5 | 2 | 7.00 |
| PMI-PBA® | 0 | 5 | 2 | 7.00 |
 |  |  |  |
Instructor(s)
Thomas Luke Jarocki
Thomas Luke Jarocki, managing director of consulting and training for Emergence One International, is an internationally recognized expert, author, and thought-leader when it comes to integrating project management expertise with organizational change management proficiency. A frequent and popular presenter with PMI audiences worldwide, Thomas has logged nearly 25,000 hours working with various project teams across the United States, Latin America, Europe, and the Middle East. His influential, practical approaches to managing people, projects, and change have been recognized and embraced by corporate leaders, professional organizations, government agencies, and project professionals worldwide.
Thomas was the lead architect of the innovative “E1 Method for Change Leadership and Project Execution” which incorporates organizational change and behavioral science components into the project planning, execution, and continuous improvements life cycles. This breakthrough approach that unifies the project management/change management disciplines is now in place at hundreds of organizations around the globe.Thomas holds an advanced degree in organizational behavior from Columbia University and served on the faculty of the University of Maryland. Clients have included Apple, Motorola, Chevron, McDonalds, HP, McKesson, Plantronics, Cisco, DIRECTV, PepsiCo, and Microsoft.