某项目沟通及文件记录(PPT 65张)
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/s/d/former/zoellick/rem/53682.htm
识别利益相关者的益处
• 得到最有权力利益相关者的意见，尽早塑造 你的项目 • 得到最有权力利益相关者的支持获得资源 • 通过尽早与利益相关者的沟通，确认他们知 道你所做的工作和理解工作的益处 • 预见人们对项目的反应，作出行动计划，并 赢得支持
• Janet Blechar
• Piers Marshall
color coding: advocates and • Michael Smith supporters in • Amanda McKay green blockers and critics in red neutral in orange.
谁是狗头军师？影响与作用
• But are there other stakeholders as well? And who holds influence over whom? – The entire HR team will be important to the reorganization - but not just the director of HR. Francis Beaton, the newly hired change agent, will be especially important. – Elizabeth Brown has worked with Jon Evans for over 15 years, and she values Jon's input on strategic initiatives. – The board of directors is chaired by a longtime associate of Jon Evans. Like Elizabeth Brown, the board chair values Jon's opinions and has never objected to any initiative Jon has ever backed. – Wallace Houston and Dennis Gordon have a history of conflict. This is because Dennis was very late to realize HR's strategic value. Dennis still has difficulty spending money on HR projects, which he considers to be "soft" expenses. Getting Dennis's buy-in is critical if you want the financial resources needed for the change.
Influence/ Impact Grid
Salience moof the seven classifications the dormant stakeholder has power but not urgency or legitimacy. Thus the manager should be aware of them but there is no need to plan for their communication needs. Discretionary stakeholder has legitimacy but no power or urgency. His communications needs maybe in the form of actually asking for some details. This group also, thus does not need attention from the manager. Class 3 or the demanding stakeholders are those that have urgency. Their needs have to be met when asked for. The classes that need close attention are the 4, 5, 6 and 7 where more than one dimensions overlap. Class 4 where power and legitimacy overlap are classified as dominant stakeholders. So, they have legitimate claim on your time and their communication needs have to be taken into account. Class 5 is where power and urgency overlap and are classified as dangerous stakeholders. With the given combination, they could actually be dangerous to your project’s welfare unless their demands can be met. Class 6 stakeholders are defined as dependent stakeholders. They have legitimacy and the urgency but not commensurate power. They should be kept informed as they could be of help when you need to leverage their legitimacy and the urgency they can get from the organization. What’s most important is the class 7 stakeholders- the definitive stakeholders. You need to meet this group’s every need as they are crucial to your project. This is the group where power, legitimacy converges and they get the urgency from the organization when they need it.
• Maureen Moss
• Dora Brown
• Jose Hernanz
• Mike Wikins
/pa ges/article/newPPM_07.htm
关注重要的对象
• Janet Blechar 重点关注 重点关注
• Piers Marshall
谁是狗头军师？影响与作用
• The most obvious stakeholders are: – CEO ElizabethBrown – CFO Dennis Gordon – Director of Marketing Pamela Enns – Director of Product Development Jon Evans – Director of Human Resources Wallace Houston
Government
Trades associations The press Interest groups The public The community
Your family
如何使用工具—确定优先度
如何使用工具—了解利益相关者
• 关键之问 – 在项目中有财物或感情上的关系吗？正 或负向？ – 什么最能激发他们？ – 他们最需要得到什么信息？ – 他们希望如何得到信息？什么是向他们 传达信息的最佳途径？ – 当前对你工作的意见是什么？是以良好 的信息为基础吗
如何使用工具—了解利益相关者
– 通常谁影响他们的意见？谁影响他们对 你的看法？其中的一些有影响力者是否 也因此凭他们的位置而成为了重要的利 益相关者？ – 如果他们不太可能是正面的，如何争取 他们去支持项目？ – 另外还有谁可能受他们意见的影响？这 些人会成为有权利的利益相关者吗？
• 直接与你的利益相关者讨论，询问他的意见
总结区分不同情况的利益相关者—位置
• Janet Blechar
• Michael Smith • Piers Marshall • Amanda McKay
• Dora Brown
• Jose Hernanz
• Maureen Moss • Mike Wikins
总结区分不同情况的利益相关者—程度
利益相关者管理的两个要素和三个步骤
• 利益相关者分析 – 识别必须争取的关键者 • 利益相关者规划 – 构建使你成功的支持环境
• 首先，识别谁是你的利益相关者 • 然后，了解他们的权利，影响和利益，以便你 聚焦 • 最后，深入了解最重要的利益相关者，以赢得 支持
如何使用工具—识别利益相关者
• 识别利益相关者—头脑风暴法 • 利益相关者可能是人也可能是组织 – 但沟通的对象一定是人，识别组织中的人 – It is not about what you know but who you know
第10章 项目沟通及文件记录
于华
yuh@
北京 2017.11
本章要点
• • • • • • 加强人员沟通 有效聆听 各种形式的会议 正式的讲演 项目报告 项目文件记录
如何不对牛弹琴？ —为你的项目赢得支持
• "Stakeholder management is critical to the success of every project in every organization I have ever worked with. By engaging the right people in the right way in your project, you can make a big difference to its success... and to your career."
color coding: advocates and • Michael Smith supporters in • Amanda McKay green blockers and critics in red neutral in orange.
• Maureen Moss
• Dora Brown
• Jose Hernanz
• Mike Wikins
/pa ges/article/newPPM_07.htm
Power/ Influence Grid
如何使用Power/ Influence Grid
• What are the responsibilities of the stakeholders? • What do stakeholders expect from the project and how do they benefit? • Are there any conflicting interests that the stakeholder may have with the project? • How committed is the stakeholder to the project? Is he/she willing to commit tangible resources? • What are the consequences of the not managing a certain stakeholder? • Can stakeholders influence others, who are the dominant stakeholders? • By getting answers to these questions, you’ll be able to determine the actual influence
Stakeholder
• Robert B. Zoellick, Deputy Secretary of State Remarks to National Committee on U.S.-China Relations New York City September 21, 2005 – Whither China: From Membership to Responsibility? – We need to urge China to become a responsible stakeholder in the international system • 《牛津袖珍英汉双解词典》，stakeholder的意思是“赌金保 管人” • 利害関係者 • 佐利克讲话之后，国内的有关单位、学者也对stakeholder这 个词作了多种不同的翻译和解读，包括“利益攸关的共同参 与者”、“共同经营者”、“参股人”、“合伙人”等，但 是还没有官方认可的标准翻译。
Your boss
Senior executives Your coworkers Your team Customers Prospective customers
Shareholders
Alliance partners Suppliers Lenders Analysts Future recruits
• So when you look more closely, you can identify additional people who will have an impact on your reorganization plan. And not everyone has the same influence.
识别利益相关者的益处
• 得到最有权力利益相关者的意见，尽早塑造 你的项目 • 得到最有权力利益相关者的支持获得资源 • 通过尽早与利益相关者的沟通，确认他们知 道你所做的工作和理解工作的益处 • 预见人们对项目的反应，作出行动计划，并 赢得支持
• Janet Blechar
• Piers Marshall
color coding: advocates and • Michael Smith supporters in • Amanda McKay green blockers and critics in red neutral in orange.
谁是狗头军师？影响与作用
• But are there other stakeholders as well? And who holds influence over whom? – The entire HR team will be important to the reorganization - but not just the director of HR. Francis Beaton, the newly hired change agent, will be especially important. – Elizabeth Brown has worked with Jon Evans for over 15 years, and she values Jon's input on strategic initiatives. – The board of directors is chaired by a longtime associate of Jon Evans. Like Elizabeth Brown, the board chair values Jon's opinions and has never objected to any initiative Jon has ever backed. – Wallace Houston and Dennis Gordon have a history of conflict. This is because Dennis was very late to realize HR's strategic value. Dennis still has difficulty spending money on HR projects, which he considers to be "soft" expenses. Getting Dennis's buy-in is critical if you want the financial resources needed for the change.
Influence/ Impact Grid
Salience moof the seven classifications the dormant stakeholder has power but not urgency or legitimacy. Thus the manager should be aware of them but there is no need to plan for their communication needs. Discretionary stakeholder has legitimacy but no power or urgency. His communications needs maybe in the form of actually asking for some details. This group also, thus does not need attention from the manager. Class 3 or the demanding stakeholders are those that have urgency. Their needs have to be met when asked for. The classes that need close attention are the 4, 5, 6 and 7 where more than one dimensions overlap. Class 4 where power and legitimacy overlap are classified as dominant stakeholders. So, they have legitimate claim on your time and their communication needs have to be taken into account. Class 5 is where power and urgency overlap and are classified as dangerous stakeholders. With the given combination, they could actually be dangerous to your project’s welfare unless their demands can be met. Class 6 stakeholders are defined as dependent stakeholders. They have legitimacy and the urgency but not commensurate power. They should be kept informed as they could be of help when you need to leverage their legitimacy and the urgency they can get from the organization. What’s most important is the class 7 stakeholders- the definitive stakeholders. You need to meet this group’s every need as they are crucial to your project. This is the group where power, legitimacy converges and they get the urgency from the organization when they need it.
• Maureen Moss
• Dora Brown
• Jose Hernanz
• Mike Wikins
/pa ges/article/newPPM_07.htm
关注重要的对象
• Janet Blechar 重点关注 重点关注
• Piers Marshall
谁是狗头军师？影响与作用
• The most obvious stakeholders are: – CEO ElizabethBrown – CFO Dennis Gordon – Director of Marketing Pamela Enns – Director of Product Development Jon Evans – Director of Human Resources Wallace Houston
Government
Trades associations The press Interest groups The public The community
Your family
如何使用工具—确定优先度
如何使用工具—了解利益相关者
• 关键之问 – 在项目中有财物或感情上的关系吗？正 或负向？ – 什么最能激发他们？ – 他们最需要得到什么信息？ – 他们希望如何得到信息？什么是向他们 传达信息的最佳途径？ – 当前对你工作的意见是什么？是以良好 的信息为基础吗
如何使用工具—了解利益相关者
– 通常谁影响他们的意见？谁影响他们对 你的看法？其中的一些有影响力者是否 也因此凭他们的位置而成为了重要的利 益相关者？ – 如果他们不太可能是正面的，如何争取 他们去支持项目？ – 另外还有谁可能受他们意见的影响？这 些人会成为有权利的利益相关者吗？
• 直接与你的利益相关者讨论，询问他的意见
总结区分不同情况的利益相关者—位置
• Janet Blechar
• Michael Smith • Piers Marshall • Amanda McKay
• Dora Brown
• Jose Hernanz
• Maureen Moss • Mike Wikins
总结区分不同情况的利益相关者—程度
利益相关者管理的两个要素和三个步骤
• 利益相关者分析 – 识别必须争取的关键者 • 利益相关者规划 – 构建使你成功的支持环境
• 首先，识别谁是你的利益相关者 • 然后，了解他们的权利，影响和利益，以便你 聚焦 • 最后，深入了解最重要的利益相关者，以赢得 支持
如何使用工具—识别利益相关者
• 识别利益相关者—头脑风暴法 • 利益相关者可能是人也可能是组织 – 但沟通的对象一定是人，识别组织中的人 – It is not about what you know but who you know
第10章 项目沟通及文件记录
于华
yuh@
北京 2017.11
本章要点
• • • • • • 加强人员沟通 有效聆听 各种形式的会议 正式的讲演 项目报告 项目文件记录
如何不对牛弹琴？ —为你的项目赢得支持
• "Stakeholder management is critical to the success of every project in every organization I have ever worked with. By engaging the right people in the right way in your project, you can make a big difference to its success... and to your career."
color coding: advocates and • Michael Smith supporters in • Amanda McKay green blockers and critics in red neutral in orange.
• Maureen Moss
• Dora Brown
• Jose Hernanz
• Mike Wikins
/pa ges/article/newPPM_07.htm
Power/ Influence Grid
如何使用Power/ Influence Grid
• What are the responsibilities of the stakeholders? • What do stakeholders expect from the project and how do they benefit? • Are there any conflicting interests that the stakeholder may have with the project? • How committed is the stakeholder to the project? Is he/she willing to commit tangible resources? • What are the consequences of the not managing a certain stakeholder? • Can stakeholders influence others, who are the dominant stakeholders? • By getting answers to these questions, you’ll be able to determine the actual influence
Stakeholder
• Robert B. Zoellick, Deputy Secretary of State Remarks to National Committee on U.S.-China Relations New York City September 21, 2005 – Whither China: From Membership to Responsibility? – We need to urge China to become a responsible stakeholder in the international system • 《牛津袖珍英汉双解词典》，stakeholder的意思是“赌金保 管人” • 利害関係者 • 佐利克讲话之后，国内的有关单位、学者也对stakeholder这 个词作了多种不同的翻译和解读，包括“利益攸关的共同参 与者”、“共同经营者”、“参股人”、“合伙人”等，但 是还没有官方认可的标准翻译。
Your boss
Senior executives Your coworkers Your team Customers Prospective customers
Shareholders
Alliance partners Suppliers Lenders Analysts Future recruits
• So when you look more closely, you can identify additional people who will have an impact on your reorganization plan. And not everyone has the same influence.