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  • Greatness, a Place beyond Stakeholders' Expectations member content open

    By Deguire, Manon Managing stakeholder engagement calls upon something quite different from process groups and domains of knowledge, it calls upon the ability to create emotional responses such as enthusiasm, trust,…

  • Overcoming stakeholder resistance through dialogue member content open

    By Fair-Wright, Carla | Juli, Thomas One of the most common challenges project managers face is stakeholder resistance. The ability to influence others is at the heart of project management. However, it is not so much about persuading…

  • Getting to stakeholders' agreement member content open

    By Bragantini, Damiano | Caccamese, Andrea Relationship, agreement and risk leverage are attributes that have been used as a method of mapping stakeholders. In this paper, the author discusses suitable metrics to determine the level of…

  • Using a "retreat" to manage change in a politically charged environment member content open

    By Bultman, Jennifer | Oppenheim, Lynn Projects can easily be derailed or halted in politically charged environments. Citing the example of a medical school undergoing a curriculum change, this paper will demonstrate how a retreat is an…

  • My project is failing, it is not my fault member content open

    By Monkhouse, Peter According to the Project Management Institute (PMI) Pulse of the Profession® (2013a) poor communication is the leading reason for project failure, citing poor communications as a contributing factor…

  • Improving stakeholder management using change management tools member content open

    By Rittenhouse, Jeralyn Project and program outcomes may be improved by more effectively identifying, planning for, and responding to common stakeholder change resistance challenges through the use of change management…

  • Who's on first? member content open

    By Salasoo, Aita The larger the program, the more stakeholders and customers there are and the greater the need for effective and consistent communication. With agile programs, the complexity is compounded by a…

  • Increase your influence and impact through "change intelligent" stakeholder engagement member content open

    By Trautlein, Barbara A. In order to enjoy career advancement and growth, project, program and portfolio managers must lead successful sustainable change and have the essential management skills to engage and influence key…

  • Project sponsorship member content open

    By Schibi, Ori | Lee, Cheryl Senior executives play a crucial role in sponsoring projects and ultimately in the success of their project management team and individual projects. This paper provides an overview of the senior…

  • Managing change in organizations member content open

    By Cavarec, Yves Not all organizations react to change the same way. This paper identifies three main structures of organizations and explains each of them in terms of management style, leadership style, and control…

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