Managing Project Stakeholders: Building a Foundation to Achieve Project Goals

Managing Project Stakeholders: Building a Foundation to Achieve Project Goals

by Tres Roeder

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Product Details

ISBN-13: 9781118504277
Publisher: Wiley
Publication date: 04/29/2013
Pages: 256
Product dimensions: 9.10(w) x 6.20(h) x 1.00(d)

About the Author

TRES ROEDER is a global expert on project and change management. He has been quoted by the New York Times, the Wall Street Journal, MSN Money, Microsoft Press, Human Resource Executive Online, Crain's Cleveland Business, and others. A former consultant with Booz Allen Hamilton, Mr. Roeder founded Roeder Consulting in 2001. He has led Fortune 500 consulting engagements in areas such as corporate strategy, operations improvement, process improvement and implementation. Mr. Roeder is a PMP® with a BA in economics from the University of Illinois and an MBA from the Kellogg School of Management, Northwestern University.

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Table of Contents

Foreword xi

Preface xv

Acknowledgments xix

Section One: Stakeholder Management Overview 1

Chapter One: What Is a Stakeholder? 3

Project Managers Must Be Nimble 3

The Balanced Approach 4

The Project Management Institute 7

Stakeholder Defined 11

Stakeholder Management Is Universal 16

Summary 16

Chapter Two: Categorizing Stakeholders 19

Benefits of Categorizing 20

Dimensions of Categorization 22

Stakeholder Engagement Assessment Matrix 25

Stakeholder Management Plan 27

Summary 28

Chapter Three: Prioritizing Stakeholders 31

Power and Interest 32

Power and Influence 35

Power and Knowledge 36

Custom Matrices 38

Stakeholder Register 38

Summary 48

Section Two: Stakeholder Groups 51

Chapter Four: Project Team Members 53

Who They Are 53

Tips for Managing Project

Team Stakeholders 55

The Extended Project Management Team 63

Watch-Outs 65

Summary 67

Chapter Five: Executive Stakeholders 69

Who They Are 69

Tips for Managing Executive Stakeholders 73

Watch-Outs 84

Summary 86

Chapter Six: Other Stakeholders 87

External Stakeholders 87

Stakeholders Subject to the Change 90

Phantom Stakeholders 97

Summary 101

Section Three: Stakeholder Communication and Conflict103

Chapter Seven: Stakeholder Communication 105

Stakeholder Communication Plan 106

Stakeholder Communication Channels 106

Holistic Approach to Communication 115

Summary 115

Chapter Eight: Managing Stakeholders in a Virtual World117

The Continuum of Robustness 118

Risks of Virtual Teams 123

Opportunities When Working Virtually 128

Summary 131

Chapter Nine: Managing Difficult Stakeholders 133

Projects Create Tough Issues 134

Categorizing Difficult Stakeholders 134

Proceeding without the Executive Sponsor 140

Positive Attitude 140

Summary 143

Section Four: General Stakeholder Management Skills145

Chapter Ten: Leadership 147

A Sixth Sense for Project Management® 148

Project Managers Are Leaders 149

Situational Leadership Model 155

Summary 180

Chapter Eleven: Buy-In 181

The Circle of Support Process 183

Include Stakeholders 183

Observe Stakeholders 189

Respond to Stakeholders 190

Summary 200

Chapter Twelve: Negotiation 203

Negotiation Is a Two-Way Street 204

Ten Tips for Negotiations in Projects 205

Summary 223

References 225

About the Author 227

Index 229

What People are Saying About This

From the Publisher

“Lots of project management books teach how to deliverproject objectives on-time and within budget.   But veryfew teach how to manage the critical stakeholderdimension.   This is the best that I’ve seenbecause it provides common-sense tools and tips for turning yourstakeholders into raving fans”. —Terry Schmidt,PMP & SMP, Founder, ManagementPro.com; author, StrategicProject Management Made Simple: Practical Tools for Leaders andTeams

“Mission driven organizations like The Centers forFamilies and Children depend on internal and/or external projectmanagers that can successfully lead and manage all the stakeholdersinvolved in creating, designing and executing key strategicprojects.  As we all know firsthand, it’s the peopleinvolved and impacted by the project, “thestakeholders,” that will make or break anorganization’s ability to successfully implement a strategicproject. Tres Roeder’s book Managing ProjectStakeholdersprovides clear, actionable techniques and toolsrequired to effectively “managing the stakeholders.” Itis a must read for all of us managing multiple stakeholders inorder to effectively implement a project on time and onbudget.”—Bernadette M. Kerrigan, Chief TalentOfficer  

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