Week 9: The Art of Engaging Stakeholders Flashcards
Step 4: Engage Project Stakeholders
BUILDING RELATIONSHIP TOWARDS A SUCCESSFUL PROJECT
IMPLEMENTING THE STAKEHOLDER MANAGEMENT PLAN
Outcome of Step 4 (Engage Project Stakeholder)
THE GOAL OF ENGAGEMENT IS TO BUILD AND MAINTAIN STAKEHOLDER RELATIONSHIPS THROUGHOUT THE PROJECT’S LIFECYCLE.
Step 4 (Engage Project Stakeholder) Activity Resources
STAKEHOLDER ENGAGEMENT PLAN
RISK MANAGEMENT PLAN
Step 4 Tasks and Tools
TECHNICAL KNOWLEDGE - UNDERSTAND YOUR AREAS OF EXPERTISE AND LIMITATIONS
MANAGEMENT SKILLS - UNDERSTAND YOUR STRENGTHS AND WEAKNESSES.
LEADERSHIP & INTERPERSONAL SKILLS - ABILITY TO EFFECTIVELY INFLUENCE PEOPLE
Basis of power
POWER - THE CAPACITY ONE PERSON HAS TO INFLUENCE THE BEHAVIOUR OF ANOTHER.
DEPENDENCE - ONE’S RELATIONSHIP TO ANOTHER WHEN ONE POSSESSES SOMETHING THE OTHER SEEKS.
Bases of workplace power.
FORMAL POWER - BASED ON YOUR POSITION WITHIN AN ORGANIZATION.
- LEGITIMATE POWER
- COERCIVE POWER
- REWARD POWER
PERSONAL POWER - COMES FROM YOUR UNIQUE CHARACTERISTICS.
- EXPERT POWER
- REFERENT POWER
Legitimate Power
POWER IS RECEIVED AS A RESULT OF THE POSITION IN THE ORGANIZATION.
THE PERSON HAS THE RIGHT TO EXPECT OTHERS TO COMPLY WITH LEGITIMATE REQUESTS.
ON THE RAIC CHART, AREAS OF “ACCOUNTABLE” FALL UNDER LEGITIMATE POWER.
Coercive Power
THE MAIN GOAL OF THIS POWER IS TO GET COMPLIANCE.
POWER IS BASED ON FEAR OF NEGATIVE RESULTS THAT MIGHT OCCUR IF ONE FAILS TO COMPLY.
THE RECEIVER CAN MAKE THINGS DIFFICULT FOR THE TEAM, SO YOU WANT TO AVOID GETTING THEM ANGRY.
Reward Power
ABILITY TO PROVIDE SOMEONE WITH SOMETHING THAT THE PERSON DESIRES, OR PROVIDE SOMETHING THAT REDUCES THEIR UNDESIRABLE EXPERIENCE.
POWER THAT ACHIEVES COMPLIANCE BASED ON THE ABILITY TO DISTRIBUTE REWARDS THAT OTHERS VALUE.
MANY PEOPLE CAN BE MOTIVATED FOR REWARDS.
Expert Power
THIS IS THE INFLUENCE THAT IS POSSESSED BASED ON EXPERTISE, SKILLS & KNOWLEDGE.
HOW THE SKILLS AND KNOWLEDGE ARE EXPRESSED, DETERMINE HOW EFFECTIVE THE USE OF THIS POWER BASE IS.
THE EXPERT CAN GAIN THE TEAMS RESPECT; THE GOAL IS FOR THE TEAM TO WILLINGLY DEFER TO THE EXPERTS JUDGEMENT.
Referent Power
THE RESPECT AND ADMIRATION OF OTHERS.
THIS INFLUENCE IS BASED ON POSSESSION BY AN INDIVIDUAL OF DESIRABLE RESOURCES OR PERSONAL TRAITS.
YOU LIKE THE PERSON AND ENJOY DOING THINGS FOR HIM OR HER.
An effective manager and leader knows how to balance the formal power we gain from our roles with our personal power.
BASES OF WORKPLACE POWER
Total Power
FORMAL POWER
PERSONAL POWER
POSITIONAL POWER + PERSONAL POWER
Formal Power
RELIES ON ROLE , POSITION
LEGITIMATE
COERCIVE
REWARD
Personal Power
KNOWLEDGE, EXPERTISE & PERSONALITY TRAITS
EXPERT
REFERENT
The capacity to exert one’s will through other people, power to affect people and things, by getting people to carry out one’ will.
POWER THROUGH
The capacity to get people to do what one wants when they are not persuaded or are uninterested in the validity of the desired act.
CONTROL
The capacity to persuade people that some decision, judgement, action is correct, right, valid.
INFLUENCE
Control based on authority, the right to control.
LEGITIMATE POWER
Attempting to control others against their will.
COERCIVE POWER
Attempt to gain compliance by offer of a desirable reward.
REWARD POWER
CM Formal Power
POWER COMES WITH THE CM TITLE.
POWER IS NOT ALWAYS USED IN A POSITIVE MANNER.
HOW WE MANAGE OUR “POWER’ WILL DETERMINE HOW OUR RELATIONSHIPS WITH OUR TEAM AND STAKEHOLDERS DEVELOP
Formal power considerations:
LEGITIMATE POWER - RESPECT HAS TO BE EARNED, GETTING THE ROLE IS A START. HOW YOUR TEAM IS “TREATED” WILL DETERMINE HOW THEY RESPOND TO THE USE OR RELIANCE ON THIS POWER.
COERCIVE POWER - LAST RESORT, CAN BUILD RESENTMENT.
REWARD POWER - IF THE REWARD IS VALUED BY THE RECIPIENT YOU CAN GET SHORT TERM COMMITMENT, USUALLY NOT SUSTAINABLE OVER TIME.
Personal power considerations:
EXPERT POWER - RESPECT IS GAINED, TRUST IN DECISIONS AND RELIANCE ON AN EXPERT’S OPINION OFFERS TEAM MEMBERS CONFIDENCE AND INSTILLS MOTIVATION.
REFERENT POWER - IT IS FAR EASIER TO WORK FOR AND WITH SOMEONE YOU LIKE AND ADMIRE.
Bases of power.
POWER OVER - DOMINANCE
POWER WITH - COLLABORATIVE
POWER OVER AND POWER WITH - CAN ENHANCE THE TOTAL POWER TO
Construction Managers core competencies
TECHNICAL SKILLS
MANAGEMENT SKILLS
LEADERSHIP AND INTERPERSONAL SKILLS
Depth of understanding of the technical aspects of construction and performing the CM role.
TECHNICAL SKILLS
The knowledge and expertise to build and implement effective project plans that consider organizational, client, and project team objectives.
MANAGEMENT SKILLS
The knowledge, skills, and behaviours needed to guide, motivate, and direct a team and help the organization achieve its business goals.
LEADERSHIP AND INTERPERSONAL SKILLS
CM with strong personal powers:
HAVE EXTENSIVE TECHNICAL SKILLS
WELL DEVELOPED INTERPERSONAL SKILLS; AND
A PROVEN ABILITY TO EFFECTIVELY LEAD TEAMS TO SUCCESSFUL PROJECT COMPLETION
CM Characteristics
COMMANDS A NATURAL AUTHORITY
ABILITY TO QUICKLY SIFT THROUGH DATA
ABILITY TO PRIORITIZE PROJECT TASKS.
HONEST INTEREST IN COMMUNICATING WITH STAKEHOLDERS;
CLEAR, OPEN COMMUNICATION WITHOUT RESERVE.
REMAINS CONSISTENT WITH COMMUNICATION PLANS;
POSSESSES PROJECT MANAGEMENT EXPERTISE;
ADDRESSES CONFLICT AS IT ARISES WITH FAIR CONSENSUS -BUILDING SKILLS
MITIGATES CRITICAL ISSUES HEAD -ON
ENJOYS THEIR JOB
Has nothing to do with seniority or one’s position in the hierarchy of a company.
Is a process of social influence, which maximizes the efforts of others, towards the achievement of a goal.
LEADERSHIP
Are most likely to lead to individual commitments to team and project objectives.
These power bases are strongly tied to employees / team members, satisfaction and levels of performance.
EXPERT POWER
REFERENT POWER
The refusal to accept or comply with something; the attempt to prevent something by action or argument.
RESISTANCE
The action or fact of complying with a wish or command; submissive.
COMPLIANCE
The state or quality of being dedicated to a cause, activity; willingness to give your time and activity.
COMMITMENT
