Stakeholders

How project managers can boost customer service to stakeholders

Most projects develop a list of stakeholders as part of their communication planning and include customers, clients or ‘end users’ in the list and then get on with the work of the project. Lynda Bourne says there’s more you can do to deliver great customer service.

Project value management for differing stakeholders

The only purpose of undertaking a project, a program or any other business activity is to create value. If the activity destroys value, you are better off doing nothing, writes Pat Weaver. Here’s how to identify value for different stakeholders.

Governance and stakeholder management maturity

Ethical management and corporate governance are about balancing the competing needs of all of the organisation’s stakeholders, balancing long- and short-term goals and being socially responsible. Lynda Bourne explains how this indicates stakeholder management maturity.

Evolving stakeholder management in programs and Agile projects

Program level stakeholder management is not just about managing pre-set processes, but about influencing people and building rewarding relationships, writes Michel Thiry.

Robots versus Superheroes

It sounds like the title of a great movie, but it’s a battle that is played out every day in every organisation that runs projects. I read something this week that inspired me to write about this battle and what you can do if you are in the midst of it.

Don’t mistake project reports for communication

While many project communication plans are simply a schedule for the distribution of project reports, sending out information has very little to do with effective communication. Lynda Bourne outlines the difference between project reports and effective communication.

How stakeholder buy-in leads to project success

Attaining stakeholder buy-in is one of the most important steps in the communication process when managing a project. It ensures that the project team has the passion to do the project, that the executive team will support your efforts, and that external stakeholders will understand and accept the project. Nicholas Barnett shares some lessons from his book ‘GPS Your Organisation’.

Communication, stakeholder expectations and project estimation

Effective communication between project stakeholders is always difficult but critical to ensure you can manage stakeholders’ expectations. Lynda Bourne explains how project estimation can play a part in conveying meaning.

“Pseudo accurate estimates based on detailed calculations are no more valid than estimates made in more general terms, but can easily create false expectations.”

Emotional engagement and project success

Many projects fail because organisations put their practices before their people. This happens when organisations try to make an employee’s human nature and emotional makeup fit their processes and policies. What should organisations do to ensure team engagement with their projects?