Comments on: Dealing with senior stakeholders http://www.projectmanagementguide.org/project-management/dealing-with-senior-stakeholders Your own project management guide Thu, 11 Mar 2010 12:58:05 +0000 http://wordpress.org/?v=2.5.1 By: Eugenio Magnone http://www.projectmanagementguide.org/project-management/dealing-with-senior-stakeholders#comment-1880 Eugenio Magnone Thu, 09 Jul 2009 09:06:47 +0000 http://www.projectmanagementguide.org/?p=121#comment-1880 Dear Trevor, Firstly, let me assume that the offers are referring to customer as main stakeholders. Moreover, the project has to be initiated; otherwise the executives are just looking for a scapegoat. Another big issue (land mine) is related to the contractual position of the available resources. If those people come from the organization, the relationships will be strongly hampered by differential of the internal procedures (and a preferred hears to their bosses). In a situation like that – very common in my career – I am prone to propose myself as PMO. In this capacity, I would be able to offer all the needed support – including the negotiation with senior stakeholders. However, the externality could offer a good shield from internal struggling. Dear Trevor,

Firstly, let me assume that the offers are referring to customer as main stakeholders.
Moreover, the project has to be initiated; otherwise the executives are just looking for a scapegoat.
Another big issue (land mine) is related to the contractual position of the available resources. If those people come from the organization, the relationships will be strongly hampered by differential of the internal procedures (and a preferred hears to their bosses).

In a situation like that – very common in my career – I am prone to propose myself as PMO. In this capacity, I would be able to offer all the needed support – including the negotiation with senior stakeholders. However, the externality could offer a good shield from internal struggling.

]]> By: Aaron Ramroth http://www.projectmanagementguide.org/project-management/dealing-with-senior-stakeholders#comment-1876 Aaron Ramroth Wed, 08 Jul 2009 19:55:42 +0000 http://www.projectmanagementguide.org/?p=121#comment-1876 Good topic Trevor. While I agree that having an proactive executive sponsor that paves the way for the project is preferred, my experience shows me PMs sometimes need to take the lead and guide senior execs. Many haven't seen the light as we have and need to be guided. A strong PM that has the ability to slice and dice issues and risks and can serve them up to a busy and burdened exec for review is worth his weight in gold. As well, the PM needs to cover the trenches and guard his scope and not be bullied by other senior exec stakeholders. PMs need to add value and sell project management through strong executive support. If a job cries out for a PM who can handle senior execs, its an opportunity. Good topic Trevor. While I agree that having an proactive executive sponsor that paves the way for the project is preferred, my experience shows me PMs sometimes need to take the lead and guide senior execs. Many haven’t seen the light as we have and need to be guided. A strong PM that has the ability to slice and dice issues and risks and can serve them up to a busy and burdened exec for review is worth his weight in gold. As well, the PM needs to cover the trenches and guard his scope and not be bullied by other senior exec stakeholders. PMs need to add value and sell project management through strong executive support. If a job cries out for a PM who can handle senior execs, its an opportunity.

]]> By: Vincent Birlouez http://www.projectmanagementguide.org/project-management/dealing-with-senior-stakeholders#comment-1873 Vincent Birlouez Wed, 08 Jul 2009 15:21:00 +0000 http://www.projectmanagementguide.org/?p=121#comment-1873 I share your view. It's true that organisation sometimes put the project manager "out", expecting him to deal with people/roles/organisation conflicts underlying more severe problems. In my experience, organisation often sees project management as a role in the project but not always as competency the organisation has to embrace more widely. I share your view. It’s true that organisation sometimes put the project manager “out”, expecting him to deal with people/roles/organisation conflicts underlying more severe problems.
In my experience, organisation often sees project management as a role in the project but not always as competency the organisation has to embrace more widely.

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