Stakeholder engagement and management is one of the essential Project Management disciplines. But it is often taught in a simplistic manner. The standard ‘four-box’ approach to deriving stakeholder engagement strategies can easily leave newer project managers believing there are just four basic strategies they can use.
But this is far from the truth. In fact, there are many stakeholder engagement strategies you can choose from. And you can apply each of these with a wide range of tactics and approaches to suit your situation.
But, if you don’t know the full range of strategies, you’ll find yourself responding in too coarse-grained a way. So in this article, we’ll delve deeply into the full range of Stakeholder Engagement Strategies.
The Stage Gate Process gets too little love from Project Managers. Yet it has the potential to transform your project management, deliver more successful projects, and make you a better project manager.
A Stage Gate is also known by many other names:
In a Stage Gate process, you break your project into stages, or phases. Each stage ends with a gate. And the metaphor is simple: you don’t complete the stage and cross to the next one, until you pass through the gate. So, at each stage gate, the project’s decision-makers review your project against a set of criteria.
Using the information you make available, they decide whether to:
In this article, we look at why a stage gate process will enhance your project management, and how to make it work.
What will you do differently to enhance your Project Management practice in 2018?
In this short New Year article, I’ll tell you what my New Year’s resolutions are, as a project manager. And I’ll also share my tips for developing your professional skills.
It’s Christmas here. And, even Project Managers don’t work over Christmas in countries where it’s celebrated.
Well, not most of us.
But I didn’t want you to think I had forgotten you!
So, if you celebrate Christmas, I wish you and your loved ones a peaceful holiday-time.
And, if you don’t celebrate Christmas, I wish you and your loved ones a peaceful week.
Yes, we’ve had a huge revolution in how we can learn and teach ourselves. And you may be ready for a project management course. But, for a new project manager, project management books are still a great way to learn. And for those of us with experience under our belts, the right project management books can offer new insights and ideas.
That’s the question I have set out to answer in this article. Any selection of the best project management books must be subjective and this is no different. But in this revised version of an old article, I have tried to make it as useful as possible, by dividing it into four sections:
So with this explanation, but with no apology for the subjective selections, here are my recommendations. Please add your own to the comments section below. Continue reading…
‘Alpha Project Managers: What the Top 2% Know that Everyone Else Does Not’ is a far better book than I had expected.
So in this article, I’m going to share some of the most important things I learned from it. And I’ll tell you whether you should buy it, depending on where you are in your Project Management career.
All the professional bodies like PMI, APM and IAPM require CPD (Continuing Professional Development). But even if they did not, all project professionals should embrace lifelong learning.
I’ve lost count of the number of major changes and subtle shifts since I started my project management career in the mid 1990s. If you want to stay current, stay relevant, and, indeed, stay employable. You’ll want to engage in lifelong learning.
In this podcast, Elise Stevens of EliseStevens.co (formerly at: Fix My Project Chaos) and I discuss The Value of Lifelong Professional Learning.
As a project manager, you are not just responsible for your project. You are also responsible for the people on your project. And there is nothing that develops people more reliably than good quality performance feedback.
Often, we get our own performance feedback by simply observing what we do and the results it has. But it’s too easy to miss the details. That’s why we need others to give us their feedback. So, you need to develop the skills for giving good performance feedback to your project team members.
In this article, we’ll summarize the skills, techniques, and tips you’ll need.
When shift happens, you need to deal with the changes. And, if there’s one thing a project manager craves, above all else, it’s control.
Dr Mike Clayton is founder of OnlinePMCourses.com.
Here, he answers this question, in under 5 minutes.
Call them your sponsor, your boss, or your client if you like. But one thing we all know as a Project Manager is this. Our job is to do what our Project Sponsor wants.
But here’s the question… Do you know what your Project Sponsor wants? If you don’t, you’d better find out quickly.
And that’s what this article is all about.
Some will argue that it isn’t. It is to do what your employer needs, to serve your stakeholders, or to meet the expectations of the organization that’s paying the bills. These are all true.
But this article is going to make one giant assumption: that your sponsor’s job is to represent these faithfully. In another article, we’ll examine the vexed question of what to do if your sponsor goes rogue. For now, we’ll assume that serving our sponsor, and delivering what they want, is at the heart of your role.