建筑项目管理概述

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Who are your stakeholdFra Baidu bibliotekrs?
Staff/ team/ board
Competitors Investors/ shareholders
Family/ spouse
Alliances / partners Client executives
Client‟s customer
Why are relationship skills important?
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Increasing use of alliances / partnerships which are heavily relationship based Complexity of projects – large numbers of relationships with increasingly high level of uncertainty Increasing requirement for improved quality of relationships with customers Customers demand for people who understand their business Project success becoming more subjective
Stakeholder Management
Do - Consider carefully what “success” is … • Try to quantify/put a value on stakeholder attitudes
• Have a detailed stakeholder strategy (and adapt it) • Identify, map and profile the stakeholders (up-front & ongoing) • Consult overtly, efficiently, early; and listen • Expect some frustration, persist • Exploit the alliances • Take time to plan your moves / decisions • Communicate, communicate, communicate
Introduction to Project Management
Week 2
Rebecca Allan
Learning Objectives Week 2
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To understand who stakeholders are To recognise the key basic activities in stakeholder management To recognise different categories of involvement for stakeholders To appreciate the stakeholder power-interest grid To understand the benefits of stakeholder mapping
Engaging Stakeholders
Prepare Engage
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Identify Understand context Anticipate objectives Rehearse
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Ensure understanding Clarify objections Understand root causes Feedback
Stakeholders – they‟re only human
Rational Social Personal Motivational
• Historical • Commercial objectives • Price/ Schedule/ Performance • Other stakeholders that influence them • e.g. their board, CFO, customers, etc., • Your competitors • The media
Iterate Agree
• Incorporate concerns in changes • Present back • Encourage ownership
• The approach and impact • Commitment to make it happen
The Workhouse Case Study
Keep Satisfied
Manage Closely
Monitor
Keep informed
The stakeholder power-interest grid
(Slack et al., 2008)
Stakeholder Map
Stakeholder Impact Importance Allegiance AIH LIH HIH MIH Concerns Actions Stakeholder Role View Influence AIH/LIH/ Concerns HIH/MIH Actions/ Strategy A Champion +2 High MIH B Sponsor +1 High HIH C User +1 Medium HIH D Adviser ? Medium HIH E ? 0 Low LIH F User -1 Low AIH G Blocker -2 Low AIH Key: AIH – Against it happening; LIH – Let it happen; HIH – Help it happen; MIH – Make it happen
• Personal agendas • Emotional responses • Perceptions of your reputation • History and how “involved”, • Communication preferences
• What makes them „tick‟?
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Common causes of project failure
Human difficulties: • Unclear and lack of consensus on objectives • Insufficient senior management/political/end user
Stakeholder strategy
SCHEMERS SYNERGY ZEALOTS KEY ALLIES/ SUPPORTERS
WAVERERS
MUTINEERS
PASSIVES
MOANERS
OPPONENTS ANTAGONISM
Prioritisation of Stakeholders
Suppliers
The media
Local community / pressure groups
End users
Regulators
Stakeholder Activities
Identify Prioritise Understand
Identification
Answer the following questions: • What is their name, organisation and role • • • Why is it important to you and the project that you can influence them more effectively? In what areas would like to influence them and why? What specific benefits would you imagine would be achieved by influencing them in this way?
Different categories of involvement
• Project Sponsor – The client or organisation representative who is tasked with championing the project and leading it to a successful conclusion. • Stakeholders – who will support or be affected by your project. • Interested Parties – A observer; someone interested but without much influence. • End Users – sometimes these can also be Stakeholders or Interested Parties. • Project Team Members – Those people whose skills are required to actually implement and undertake the project.
Tutorial
Fleming Park Parks & Leisure Development Case study
What to avoid...
Don‟t … • Make too many assumptions (e.g. about information)
• Think that you will be able to please everyone • Be too re-active / change the plan too often • Forget that people behave emotionally, socially & rationally • Panic, give up, lose sight of the main objective • Think that what you say is the same as what they hear • Underestimate the complexity of the situation/system • Forget that fixing meetings, etc. takes time • Lose your sense of humour - they’re only humans
support • Too much focus on outputs, not enough on outcomes • Bad communication between relevant parties • Difficulty overcoming resistance to change
D'Herbemont and Cesar (1998)