Transcript 10.4 Manage Stakeholder Expectations

10.4 Manage Stakeholder Expectations
• The process of improving the competencies, team
interaction and the overall team environment to enhance
project performance
• Includes teamwork and developing effective project
teams to improve project success
• Project Manager’s need to motivate, develop, support,
recognise and reward team members
• Other critical factors for good teamwork include
communication, trust and conflict resolution
• Occurs during Execution
Initiation
Monitor
Planning Execution
Close
Control
Adapted from PMBOK 4th Edition
BSBPMG507A Manage Project Communication
10.4 Manage Stakeholder Expectations
• Inputs to Develop Project Team  Project Staff Assignments
 Project Management Plan
 Resource Calendars
 Organisational Process Assets
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HR policies and procedures
Templates for organisation charts and position descriptions
Competency frameworks
Lessons learned from previous projects
People and performance management procedures
Change management methodologies
Adapted from PMBOK 4th Edition
BSBPMG507A Manage Project Communication
10.4 Manage Stakeholder Expectations
• Tools and techniques for Develop Project Team
Interpersonal
Skills
Co-location
Training
Development
Activities
Recognition
& Rewards
Team
Charter
Collaboration
Tools
Team Building
Activities
Conflict
Resolution
Framework
Adapted from PMBOK 4th Edition
BSBPMG507A Manage Project Communication
10.4 Manage Stakeholder Expectations
Training –
 One of the primary ways to enhance skills for team members
and to address skill gaps for current positions
 Can be on-the-job style training or external courses, which
are considerably more expensive
Development Activities  Alternative ways to fill skill gaps or to obtain new skills,
includes mentoring and coaching, self study, secondments
etc
 Often overlooked in development plans as most team
members tend to look for external training opportunities
(which are much more costly)
Adapted from PMBOK 4th Edition
BSBPMG507A Manage Project Communication
10.4 Manage Stakeholder Expectations
Team-Building Activities –
 Can vary from a short kick off meeting for a project to off-site,
to regular team drinks, to externally facilitated workshops
 Critical in the early stages of team formation to ensure that
the team can become productive and needs to continue
throughout the project
 Often includes setting of Ground Rules and common
objectives, as well as mechanisms to discuss issues and to
resolve conflict
Team Charter or Ground Rules  Formal document developed at the inception of the project
team that defines behaviours and expectations for team
members – decreases misunderstandings and increases
productivity
 Needs to be consistent with the organisational culture
Adapted from PMBOK 4th Edition
BSBPMG507A Manage Project Communication
10.4 Manage Stakeholder Expectations
Co-location –
 Where possible it is a good idea to place all of the active
project team members in the same work place
 Greatly enhances team work but may not be possible due to
distributed workforce, space limitations and virtual teaming
Collaboration Tools  Essential communication mechanisms and repository for all
project deliverables, procedures and documentation
 Especially important where the team members cannot be colocated
 Includes tools such as SharePoint, Intranet etc
Adapted from PMBOK 4th Edition
BSBPMG507A Manage Project Communication
10.4 Manage Stakeholder Expectations
• Outputs of this process include –
 Team Performance Assessments
– Formal and informal assessment of project team and individual
performance
– Often governed by organisational performance management policies
and procedures
– Enables identification of training and development requirements, or
assistance that may be required to improve effectiveness
 Change Management Activities
– Improves the team’s ability to perform at a high level
– Assesses resistance factors and provides an environment where
concerns can be addressed
– Assists in identification of optimal team building activities
Adapted from PMBOK 4th Edition
BSBPMG507A Manage Project Communication
Negotiation Principles
• Negotiation is a sophisticated form of communication, a
part of the constructive management of conflict.
• It is important that conflict management skills be used
throughout the negotiation process.
• The Conflict Resolution Network suggests five basic
principles of negotiation to adopt a win/win approach and
ensure an outcome that all parties agree on.
 Be hard on the problem and soft on the person
 Focus on needs, not positions
 Emphasise common ground
 Be inventive about options
 Make clear agreements
Source: The Conflict Resolution Network – www.crnhq.org
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Negotiation Process - 14 Steps
1. Preparation
 Do your homework and know as much as possible about
yourself and the other parties.
 What is each party's Best Alternative to a Negotiated
Settlement (BATNA) i.e. can any of the parties walk away
from the negotiations?
 Your best and worst case scenarios (your settlement range)
 Your options and the pros and cons of each
 The other parties' reputations and negotiation models
(win/win? win/lose?)
Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department
– www.communitybuilders.nsw.gov.au
BSBPMG507A Manage Project Communication
Negotiation Process - 14 Steps
2. Create an appropriate climate and environment
 Physical: location, venue, seating arrangements should be
neutral, non-threatening, calm, supportive.
 Verbal: use language appropriate and understandable to
both parties; use interpreters if necessary.
 Time frame: be flexible and don't rush to an outcome successful negotiation requires time and effort and quick
fixes may be only short term solutions.
Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department
– www.communitybuilders.nsw.gov.au
BSBPMG507A Manage Project Communication
Negotiation Process - 14 Steps
3. Establish the ground rules
 Behavioural: not interrupting; taking turns; respect; no
abuse.
 Procedural: clarify roles of various parties - facilitator,
chairperson, experts, absent partners.
 Substantive: what can be discussed and decided;
confidentiality; privacy; permission to speak to the media.
Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department
– www.communitybuilders.nsw.gov.au
BSBPMG507A Manage Project Communication
Negotiation Process - 14 Steps
4. Adopt conflict resolution strategies including 
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Commit to a win/win solution
Fight fair
Manage your emotion
Be honest
Get your facts right
Focus on the issue not the person
Maintain the relationship (create empathy by seeing yourself and
the other party from their point of view)
Identify unfair tactics and deal with them
Use active listening (noting non-verbal as well as spoken
messages - facial expressions, voice inflexions, body language)
Use a variety of questioning techniques
Make it possible for parties to back down at any stage without
feeling humiliated
Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department
– www.communitybuilders.nsw.gov.au
BSBPMG507A Manage Project Communication
Negotiation Process - 14 Steps
5. Confirm the authority the participants have to negotiate
 Do all participants have the authority to negotiate a mutually
acceptable agreement and see that it is implemented?
6. Identify the non-negotiables
 What can the meeting discuss and decide?
 What is not negotiable for you and the other parties (is this
immutable)?
Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department
– www.communitybuilders.nsw.gov.au
BSBPMG507A Manage Project Communication
Negotiation Process - 14 Steps
7. Identify the issues and agree on them
 Clarify the areas where you disagree
 Divide the issues into parts
 During the negotiation, address a less difficult aspect when
stuck
 Throughout the process, refocus on the issues and try to
resolve them based on what's fair for all parties.
 Explore best and worst alternatives to negotiating an
acceptable agreement
Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department
– www.communitybuilders.nsw.gov.au
BSBPMG507A Manage Project Communication
Negotiation Process - 14 Steps
8. Clarify each party's needs and wants/interests and
positions and explore them
 Wants are not the same as needs;
 Explore why the parties have these needs/wants - it may
end the conflict (as the story of the two cooks who wanted
an orange reveals - one needed the juice and the other
needed the rind).
 Base the negotiation on the basic needs and true interests
of the parties
Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department
– www.communitybuilders.nsw.gov.au
BSBPMG507A Manage Project Communication
Negotiation Process - 14 Steps
9. Find the common ground and establish a common
purpose
 You will now have defined the scope of the dispute and set
a more balanced tone for the negotiation
 If possible, establish some objective fair standards against
which your final solution can be judged
10. Explore the options
 Suggested options must satisfy the parties' needs
 Be as inventive and creative as possible in suggesting and
exploring all options
Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department
– www.communitybuilders.nsw.gov.au
BSBPMG507A Manage Project Communication
Negotiation Process - 14 Steps
11. Discuss possible solutions, including their viability
 Which solutions address most of what you all want?
 Which solutions most create a win/win situation?
 Review common ground
12. Select areas of agreement and commit to these
 Make clear agreements
 Check that all parties understand and confirm these
agreements
Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department
– www.communitybuilders.nsw.gov.au
BSBPMG507A Manage Project Communication
Negotiation Process - 14 Steps
13. Record these agreements.
 Ensure all parties have copies of the record of agreements
14. Decide on follow up action and time frame
 Negotiators will need to report outcomes to other
stakeholders
 If there is media interest, decide who will be the spokesperson/people
 Decide on a time for implementation of the agreement
Source: Adapted from Negotiation Toolkit, Roslyn McDonald, Community Builders, NSW Premier’s Department
– www.communitybuilders.nsw.gov.au
BSBPMG507A Manage Project Communication
Channels for Negotiation
Communication Channel
Advantages
Disadvantages
Face to Face
• Promotes good communication
• Allows co-operative and interactive
problem solving
• Tends to be flexible
• Promotes honesty
• Agreements can be executed
immediately
• Travel and accommodation costs
• Artificial time restrictions
• Harder to confer with advisers and
absent team members
• Can be stressful for some
participants
Telephone or
Teleconference
• Immediate response
• Normally easy to establish contact
• Artificial time constraints
• Unable to see non verbal queues
• Easy to misunderstand meaning
• Can be expensive if long distance
• Easier to be less truthful
Correspondence –
Hardcopy, email etc
• Time to consider proposals
• Less misunderstandings
• Permanent record
• Difficult to misrepresent or lie
• Outcome more certain and enforceable
• No immediate response
• Normally takes longer
• Slows down negotiations
• May not generate as many options
as it is not interactive
• Doesn’t promote co-operative
problem solving
• Very inflexible
Source: Adapted from Negotiation Theory and Techniques, Spegel et al, Butterworths, 1998
BSBPMG507A Manage Project Communication
Uses of Negotiation Skills
1.
Conflict Resolution
2.
Contract Negotiation
3.
Salary Negotiation
4.
Others?
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