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Stakeholders & Virtual Environment - Scribd Version
Stakeholders & Virtual Environment - Scribd Version
management &
Working in Virtual
Environment
Agenda
Introductions & Goals
Stakeholders defined
Stakeholders Management Process
–Identify Stakeholders
–Plan Stakeholder Management
–Manage Stakeholder Engagement
–Control Stakeholder Engagement
Working in virtual environment
Questions and answers
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Course objectives
Knowledge Skills
What will a student learn in this module? What will a student be able to do after
this module?
• Fundamental techniques to manage
stakeholders • Be able to manage stakeholders in any
• Skills of a successful project manager type of a project
• Be able to take advantage of the most
useful presentation and
communication techniques in PM
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Agenda
Introductions & Goals
Stakeholders defined
Stakeholders Management Process
–Identify Stakeholders
–Plan Stakeholder Management
–Manage Stakeholder Engagement
–Control Stakeholder Engagement
Working in virtual environment
Questions and answers
5
Stakeholders defined
• Stakeholders expectations:
• Product or service to be delivered
• Length of time to do so
• Quality
• Project cost
• Installation and ongoing support
• Benefits
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Stakeholders defined
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Identify Stakeholders
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Analyze Stakeholders – Classification Grid
• All four classification parameters can be used
in a classification grid like this
• Vertical: Influence 3 4
• C: Monitor Keep
• Horizontal: Interest (minimum effort) informed
• Expert Judgment
• Meetings
• Analytical Techniques
The engagement level of the stakeholders can be
classified as follows:
• Unaware. Unaware of project and potential impacts.
• Resistant. Aware of project and potential impacts and resistant
to change.
• Neutral. Aware of project yet neither supportive nor resistant.
• Supportive. Aware of project and potential impacts and
supportive to change.
• Leading. Aware of project and potential impacts and actively
engaged in ensuring the project is a success.
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Team exercise:
Stakeholder management template
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Team exercise:
Stakeholder management template
Stakeholder Management
• Who are the stakeholders for your • Why is that person important?
project? • What is the current attitude?
• What role do they have? • What would we like them to do?
• How supportive are they of your project? • Key message/Tactics (How?)/
• How influential are they in your When? Who will contact?
organization?
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Manage Stakeholder Engagement
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Control Stakeholder Engagement
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Working in Virtual
Environment
By Fahad A Shah
Agenda
1. What is virtual team
2. Differences between virtual and collocated team
3. Pros/Cons of virtual team model
4. Managing project in virtual team environment :
Leadership in virtual team
Communication in virtual team
Cultural differences in virtual teams
Motivation in virtual team
5. Questions and answers
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What is virtual team?
Virtual team (known also as: remote or distributed team)
are the group of individuals who are working across time,
space and organizational boundaries.
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Leadership in virtual team
Know Yourself !! – make a fair summary of your strengths and weaknesses to asses your own
management style and adjust it to the current situation
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Leadership in virtual team
• Get the team buy – in – as a project manager you need to be sure that the whole team is
on the same page in terms of scope and goal of the project. Also as a project manager
you need to sell your project to the team
• Build trust in your team – Remember – first good impression is no longer the case when it
comes to virtual team. Building trust is a long process and must be build step by step.
• Engage your team – remember that leading a project means you need to work with the
team. Be sure they are taking part in decision process and can speak freely during a
meeting
• Encourage you people to take part in the project – some people could by shy due to the
different reason and it is your task a a leader to make them active
• Make team independent – you are not always there for a team. The best way for the team
to show their maturity is the period then they can work independly without a leader
direction/support
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Leadership in virtual team
• Prize you team – in virtual environment it is even more important. Be sure that you are
putting your best people as an example for others and provide necessary feedback for
their line management at the end of the project
• Be facilitator not „mother” – remember that the project is a group of professionals who
are paid to do the job. You cannot be manipulated by someone’s moaning over the sea
and your need to keep healthy balance in your team
• Use simple language – as most of the communication is going via you a project manager
try to use simple language without idioms and meaty expression. You are working with
many people who are not native and by using simple language you can avoid
miscommunication and misunderstandings
• Integrate your team – you will not have any chance to go with your team to a pub or do
any integration meeting in physical way. Try to use as much as possible any technology
that you have to integrate your team in any way possible. Knowledge sharin session
could be good example here.
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Leadership in virtual team
• Control your voice –
tone of your voice can define your
personality over the phone and influence your team
attitude and motivation. Try to adjust it to the situation
and audience.
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Communication and
Knowledge
sharing in virtual team
Communication planning
When/How often ? What ? Who ?
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Communication and
Knowledge sharing in virtual
team
Virtual communication tools
Teleconferences:
Pros: get a lot of people on the same time; substitute of collocated meeting
Cons: hard to manage; costly
Videoconferences:
Pros: great for team building; more accurate to control the meetings
Cons: Expensive equipement
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Communication and Knowledge
sharing in virtual team
E-mail:
- Pros: most popular; easy to use; cheap; impersonal; evidence
tracking
- Cons: can prolong communication; Impersonal
Instant Mesanging:
- Pros: quick war room; can last “forever”; allows multitasking
- Cons: allow to ignore people; misleading in terms of evidence
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Communication in virtual team
– meetings grand rules
Time
Set a limit and stick to it – attendees appreciate boundaries
Schedule recurring meetings – gives people time to prepare and adequate notice
Purpose / Content
Always state the reason for the meeting in the invitation to provide scope
Provide an agenda ahead of the meeting and encourage team input to create
Stick to the agenda (which assists with Time above)
Participation
Ensure that all required participants are invited in advance
Appoint a chair person to manage the meeting process
Ensure all participants are aware of their roles (and your expectation of them)
Control / Follow Up
Take minutes (appoint a minute taker)
Distribute minutes to all participants
Follow up on open actions from the meeting with the Owner and document
responses
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How can you motivate people?
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How can I discover what motivates
my team members?
Simple, ask them!
Market IBM’s strategy to your colleagues. Make uplifting statements that are not
sincere.
Think, act and talk positively.
Keep your commitments. Try to dominate and control.
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Cultural differences in virtual
teams
What is culture – it is a way in which we do things, how
we behave as individuals and in Groups (Ian Fleming).
Visible Invisible
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Q&A
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Thank you!
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