Watch recorded session
Evaluate Session
Abstract: As leaders within the organization, Project Managers often face difficult situations and realities in the workplace when confronted with the dilemma of whether or not to speak or report on not-so-good news or updates or any information that could raise the ire of senior management.
As Project Managers – as human beings – our choices to either stay silent, to cover up, or ignore what is truly going on with our projects can have a lasting, powerful impact on our lives. Under these difficult circumstances and as part of our survival mechanism, we develop certain coping skills to grapple with understanding and navigating power and status differences – that is to say, what is okay to say and what is not, who we should and need to listen to and who we should not. These coping skills then affect our participation at work and how more or less we are at peace with ourselves.
This seminar will be participatory. Prior to the seminar, participants are encouraged to read the book entitled “ How to Get Executives to Act for Project Success: Building a Strong Mutual Partnership” by Michael O’Brochta. In this book, the author describes how project managers can get their executives to act, and identifies executive actions most likely to contribute to project success.
PMI Talent Triangle: Leadership
Watch recorded session
Evaluate Session
Abstract: Effective project stakeholder management and engagement is a critical success factor on virtually every project. This assumes heightened importance especially for projects typi¬cally undertaken in large and complex construction and civil infrastructure development schemes. Effective project stakeholder management and engagement offers several significant benefits, including reducing negative risks to projects, enhancing the planning and execution efficiency of projects, and often bringing about a desirable win-win situation for both the projects as well as their many stakeholders.
Awareness about the importance of good project stakeholder management and engage¬ment has increased precipitously amongst project practitioners in recent years and many projects in construction and civil infrastructure development and other fields are applying sound established practices as well as experimenting with innovative ones. However, inadvertently or otherwise, many projects still exhibit serious stakeholder management and engagement shortcomings with often damaging long-term consequences for them. It is hence important to research existing best practices dealing with stakeholders in addi¬tion to developing new ones and to create and expand awareness about them to a wide audience of project practitioners and decision-makers. Doing so may expedite their application on projects and thus gradually and significantly improve the overall quality of the manage¬ment and engagement of their stakeholders.
In this paper the authors present and discuss twelve project stakeholder management and engagement ‘best practices’. Some of these practices were identified through an analysis of recent project stakeholder literature, other stem from the personal reflections of the authors based on their knowledge of and experience with large projects over a long period of time. Applied collectively and with sincerity, and if sustained and consolidated over time, the best practices discussed in this paper stand to facilitate projects immensely through enhanced performance efficiency and through higher benefits realization after their completion.
PMI Talent Triangle: Strategic and Business Management
