Change Is Good: I Is for Integrity

Slalom Consulting Roger Kastner

A Consultant Manager with Slalom Consulting, Roger works with clients and other consultants in the delivery of Organizational Effectiveness and Project Leadership services and helps practitioners achieve greater success than previously possible.

Several years ago I worked for a large, matrixed company that was going through some restructuring, which included the centralization of a couple program management offices (meaning that my boss had a new boss). The new boss’s boss came out to our campus to hold her first all-hands where she was attempting to build enthusiasm for her new organization.

In her presentation, she used a drawing of an iceberg to illustrate that she was aware that 3/4s of what a project manager does is not visible to all stakeholders, thus potentially creating a lack of appreciation for the work we do. But she was different—she appreciated the full course of work we did and it was her number-one priority to help the larger organization have a better appreciation for project management.

Unfortunately, her message was lost at sea. You see, behind the iceberg, there was a ship labeled with the company’s name. While she was attempting to articulate an appreciation for her new team, the message received was that project management was going to do to the company what an iceberg did to the Titanic. Read more of this post

Why Projects Succeed: Stakeholder Management Challenges

Why Projects Succeed is a blog series in which Slalom Business Architect Roger Kastner sheds light on key factors behind the art and science of successful project management and invites readers to discuss how they apply across different environments.

Slalom Consultant Roger Kastner

Roger Kastner is a Business Architect with Slalom Consulting who is passionate about raising the caliber of project leadership within organizations to maximize the value of projects

Last post, I outlined some tools and processes for identifying the primary stakeholders’ interests and expectations. This time, let’s discuss what successful Project Managers do when finesse and art is required to handle stakeholder management challenges.

Challenges

In my experience, there are three major sources of Stakeholder Management challenges:

  • Unclear Stakeholders – those who do not clearly articulate enough or who are not open and honest about their interests and expectations
  • Unidentified Stakeholders – those who were not identified early in the project
  • Unreasonable Stakeholders – those who do not embrace what some refer to as “reason” and ”the laws of physics”

In all three instances I rely on the advice of a couple of my literary friends: Stephen M. R. Covey and George Bernard Shaw. Read on, it will be clear what I mean shortly.
Read more of this post

Why Projects Succeed: Stakeholder Management Tools & Processes

Why Projects Succeed is a blog series in which Slalom Business Architect Roger Kastner sheds light on key factors behind the art and science of successful project management and invites readers to discuss how they apply across different environments.

Slalom Consultant Roger Kastner

Roger Kastner is a Business Architect with Slalom Consulting who is passionate about raising the caliber of project leadership within organizations to maximize the value of projects

Recently I wrote about the importance of Commitment Management and the process of setting, managing, and delivering on expectations, and humbly stated that I think this is the most important of all project success factors. Because “success” is primarily a stakeholder perception, your project’s success depends on how well you manage their expectations. Sure, results are real and the product of the project is tangible, however, the way a Project Manager identifies and manages those stakeholder expectations and interests will significantly impact the stakeholders’ perception of success.

Successful Project Managers identify the interests and expectations of all primary stakeholders early in projects because this enables the Project Manager to ensure expectations for the project are appropriately set, managed, and ultimately met. In this post I will outline a couple of simple tools and processes that allow the successful Project Manager to ensure those interests and expectations are identified and kept in alignment with project realities throughout the project.

Read more of this post

Follow

Get every new post delivered to your Inbox.

Join 126 other followers

%d bloggers like this: