Stakeholder Engagement The Game Changer for Program Management 1st edition by Amy Baugh 9781040053799 1040053793

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ISBN 10: 1040053793
ISBN 13: 9781040053799 
Author: Amy Baugh

Strong stakeholder engagement is perhaps the most critical factor for achieving successful program execution in our fast-paced world. Many program managers get stuck in the “science” of program management, spending vast amounts of effort on tasks, charts, and metrics. Program managers who emphasize activities around relationship building and stakeh

Stakeholder Engagement The Game Changer for Program Management 1st Table of contents:

Part I: Engaging Stakeholders and Setting Expectations during Program Definition

Chapter 1: Stakeholder Alignment: Goals and Objectives

• 1.1 Understanding Strategic Fit
  • 1.1.1 Initiative Selection through a Steering Committee
  • 1.1.2 Initiative Selection When There Is No Steering Committee
  • 1.1.3 Gathering Information—Interviewing Key Stakeholders
  • 1.1.4 Pulling It All Together
• 1.2 Providing Input to Stakeholders: Know When and How to Push
  • 1.2.1 Creating a Business Case
  • 1.2.2 Estimating Cost Information
  • 1.2.3 Documenting Assumptions
  • 1.2.4 Presenting Cost Estimates: Stakeholder Conversations
  • 1.2.5 Presenting the Business Case: Governance
• 1.3 Related Program Methodology
• 1.4 Summary

Chapter 2: Making Governance Work for You

• 2.1 Preparing for Governance
  • 2.1.1 Governance Pre-Meetings
  • 2.1.2 Organizational Research—Meet with Other Program Managers
  • 2.1.3 Stakeholder Pre-Meetings
  • 2.1.4 Meeting with “The Interrogator”
• 2.2 Governance Survival
  • 2.2.1 Setting the Tone
  • 2.2.2 Getting through Approvals
  • 2.2.3 Optimize Governance to Your Advantage
  • 2.2.4 Using Soft Skills to Manage Conflict
• 2.3 Related Program Methodology
• 2.4 Summary: A Step-by-Step Guide to Maximize Governance

Chapter 3: Identifying Stakeholders: The “Hidden” Organization Chart

• 3.1 Building Your Program “House”
• 3.2 Finding Power Influencers
  • 3.2.1 Tapping into the Organization—Coffee Chats
  • 3.2.2 More Coffee—Identifying the Next Layer of Stakeholders
  • 3.2.3 Social Network Tools
  • 3.2.4 Organizational Network Analysis
  • 3.2.5 Creating an Organizational Network Analysis
• 3.3 Additional Tools for Synthesizing Stakeholder Data
  • 3.3.1 The Power Map
  • 3.3.2 Creating a Responsibility Matrix
• 3.4 Related Methodology
• 3.5 Summary

Chapter 4: It Is a Matter of Trust: Building Strong Business Relationships with Key Stakeholders

• 4.1 Setting Expectations with Key Stakeholders
• 4.2 Five Principles of Building Strong Business Relationships
  • 4.2.1 Do What You Say You Are Going to Do
  • 4.2.2 Try to Make Sure There Are No Surprises
  • 4.2.3 Create a Mutually Beneficial Business Relationship
  • 4.2.4 Remember That Executives and Customers Are People, Too
  • 4.2.5 Always Show Respect
• 4.3 Summary

Chapter 5: Leveraging Stakeholders to Prepare Your Organization for Change

• 5.1 Change Management Theory—High-Level View
• 5.2 ADAPT—A Simplified Change Management Model for Program Managers
• 5.3 Applying the ADAPT Change Model to Stakeholder Quadrants
  • 5.3.1 Power Players
  • 5.3.2 Danger Zone
  • 5.3.3 Informants
  • 5.3.4 Sleepers

Chapter 6: Enhancing Stakeholder Engagement through Effective Communication

• 6.1 The Difference between Program Management and Project Management Communications
• 6.2 Communication Methods “Menu”
• 6.3 Creating a Communications Strategy and a Communications Plan
• 6.4 Targeted Communication Methods by Stakeholder Quadrant
  • 6.4.1 Communicating with Power Players Quadrant (High Interest, High Influence)
  • 6.4.2 Communication with the Danger Zone Quadrant (Low Interest, High Influence)
  • 6.4.3 Communicating with the Informants Quadrant (High Interest, Low Influence)
  • 6.4.4 Communicating with the Sleepers Quadrant (Low Interest, Low Influence)

Part II: Ready, Set, Execute: Driving Program Benefits Delivery through Active Stakeholder Engagement

Chapter 7: Demystifying Metrics: Measuring What Matters Most

• 7.1 Measuring Program Performance: Key Performance Indicators
• 7.2 Measuring Performance: Metrics
  • 7.2.1 Examples of Metrics
  • 7.2.2 Metrics for Measuring Project Components of Your Program
  • 7.2.3 Presenting Metrics to Your Stakeholders
  • 7.2.4 Metrics: How Much Is Too Much?
• 7.3 Defining Key Performance Indicators for Your Program
  • 7.3.1 SMART Key Performance Indicators
  • 7.3.2 KPIs: A SMART Example
• 7.4 Driving Stakeholder Engagement through Performance Management
• 7.5 Summary

Chapter 8: Making Meetings Count: Driving Stakeholder Engagement through Disciplined Meeting Management

• 8.1 How to Run Effective Meetings
  • 8.1.1 Top Five Rules for Running Effective Meetings
    • 8.1.1.1 Rule 1: Always Pre-Send an Agenda, with Times and Owners Associated with Each Topic
    • 8.1.1.2 Rule 2: Stick to the Agenda
    • 8.1.1.3 Rule 3: Establish and Share Ground Rules (Then Enforce Them)
    • 8.1.1.4 Rule 4: Assign a Scribe to Document All Key Decisions and Action Items, with Owners and Due Dates
    • 8.1.1.5 Rule 5: Send Meeting Notes with Key Decisions and Action Items, Then Monitor to Follow-Up on Due Dates
  • 8.1.2 Tips to Create a Positive Meeting Environment
  • 8.1.3 Meeting Variations
    • 8.1.3.1 Large Group Virtual Meetings
    • 8.1.3.2 Small Group or One-on-One Meetings
• 8.2 Types of Meetings, When to Have Them, and Who Should Attend
  • 8.2.1 Meeting Type: Planning Meetings
  • 8.2.2 Meeting Type: Program Status Meetings
  • 8.2.3 Meeting Type: Governance Meetings
  • 8.2.4 One-on-One Meetings
• 8.3 Common Pitfalls of Ineffective Meetings
• 8.4 Summary

Chapter 9: Where the Real Work Gets Done: Issue Resolution through Informal Governance

• 9.1 Monthly Program Status Updates
• 9.2 Weekly Program Status Updates
• 9.3 Using Project Health Stoplights Effectively
• 9.4 Caution: Yellow Light—Four Steps to Effectively Manage Risks and Issues
  • 9.4.1 Step 1: Identify the Issue or Risk
  • 9.4.2 Step 2: Assess the Issue or Risk
  • 9.4.3 Step 3: Present Options for Issue/Risk Resolution
  • 9.4.4 Step 4: Take Action
• 9.5 Practicing the Four-Step Issue Resolution: An Example
  • 9.5.1 Step 1: Identify the Issue
  • 9.5.2 Step 2: Assess the Issue
  • 9.5.3 Step 3: Present the Options
  • 9.5.4 Step 4: Take Action
• 9.6 Summary

Chapter 10: Office Politics: From Surviving to Thriving

• 10.1 Managing Up and Managing Down
• 10.2 Your Informal Network and Influence on Office Politics
• 10.3 Addressing Whispering Campaigns
• 10.4 Handling Cross-Departmental Negotiations
• 10.5 Summary

Part III: Keeping Stakeholders Engaged: Program Closure

Chapter 11: Making a Strong Finish: Stakeholder Engagement through Program Closure

• 11.1 People
• 11.2 Process
• 11.3 Technology
• 11.4 Culture
• 11.5 Preparing for the Operational Readiness Meeting
• 11.6 Summary

Chapter 12: Post-Launch: Every End Is a New Beginning

• 12.1 Post-Launch Review
• 12.2 Lessons Learned
  • 12.2.1 Characteristics of a Lessons Learned Meeting
  • 12.2.2 How to Run a Lessons Learned Meeting
  • 12.2.3 Documentation and Repository
• 12.3 Celebrate Success
• 12.4 Summary

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