Week 9: The Art of Engaging Stakeholders

Question 1

Step 4: Engage Project Stakeholders

Answer 1

BUILDING RELATIONSHIP TOWARDS A SUCCESSFUL PROJECT

IMPLEMENTING THE STAKEHOLDER MANAGEMENT PLAN

Question 2

Outcome of Step 4 (Engage Project Stakeholder)

Answer 2

THE GOAL OF ENGAGEMENT IS TO BUILD AND MAINTAIN STAKEHOLDER RELATIONSHIPS THROUGHOUT THE PROJECT’S LIFECYCLE.

Question 3

Step 4 (Engage Project Stakeholder) Activity Resources

Answer 3

STAKEHOLDER ENGAGEMENT PLAN

RISK MANAGEMENT PLAN

Question 4

Step 4 Tasks and Tools

Answer 4

TECHNICAL KNOWLEDGE - UNDERSTAND YOUR AREAS OF EXPERTISE AND LIMITATIONS

MANAGEMENT SKILLS - UNDERSTAND YOUR STRENGTHS AND WEAKNESSES.

LEADERSHIP & INTERPERSONAL SKILLS - ABILITY TO EFFECTIVELY INFLUENCE PEOPLE

Question 5

Basis of power

Answer 5

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.

Question 6

Bases of workplace power.

Answer 6

FORMAL POWER - BASED ON YOUR POSITION WITHIN AN ORGANIZATION.

1. LEGITIMATE POWER
2. COERCIVE POWER
3. REWARD POWER

PERSONAL POWER - COMES FROM YOUR UNIQUE CHARACTERISTICS.

4. EXPERT POWER
5. REFERENT POWER

Question 7

Legitimate Power

Answer 7

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.

Question 8

Coercive Power

Answer 8

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.

Question 9

Reward Power

Answer 9

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.

Question 10

Expert Power

Answer 10

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.

Question 11

Referent Power

Answer 11

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.

Question 12

An effective manager and leader knows how to balance the formal power we gain from our roles with our personal power.

Answer 12

BASES OF WORKPLACE POWER

Question 13

Total Power

Answer 13

FORMAL POWER
PERSONAL POWER

POSITIONAL POWER + PERSONAL POWER

Question 14

Formal Power

Answer 14

RELIES ON ROLE , POSITION

LEGITIMATE
COERCIVE
REWARD

Question 15

Personal Power

Answer 15

KNOWLEDGE, EXPERTISE & PERSONALITY TRAITS

EXPERT
REFERENT

Question 16

The capacity to exert one’s will through other people, power to affect people and things, by getting people to carry out one’ will.

Answer 16

POWER THROUGH

Question 17

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.

Answer 17

CONTROL

Question 18

The capacity to persuade people that some decision, judgement, action is correct, right, valid.

Answer 18

INFLUENCE

Question 19

Control based on authority, the right to control.

Answer 19

LEGITIMATE POWER

Question 20

Attempting to control others against their will.

Answer 20

COERCIVE POWER

Question 21

Attempt to gain compliance by offer of a desirable reward.

Answer 21

REWARD POWER

Question 22

CM Formal Power

Answer 22

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

Question 23

Formal power considerations:

Answer 23

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.

Question 24

Personal power considerations:

Answer 24

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.

Question 25

Bases of power.

Answer 25

POWER OVER - DOMINANCE

POWER WITH - COLLABORATIVE

POWER OVER AND POWER WITH - CAN ENHANCE THE TOTAL POWER TO

Question 26

Construction Managers core competencies

Answer 26

TECHNICAL SKILLS

MANAGEMENT SKILLS

LEADERSHIP AND INTERPERSONAL SKILLS

Question 27

Depth of understanding of the technical aspects of construction and performing the CM role.

Answer 27

TECHNICAL SKILLS

Question 28

The knowledge and expertise to build and implement effective project plans that consider organizational, client, and project team objectives.

Answer 28

MANAGEMENT SKILLS

Question 29

The knowledge, skills, and behaviours needed to guide, motivate, and direct a team and help the organization achieve its business goals.

Answer 29

LEADERSHIP AND INTERPERSONAL SKILLS

Question 30

CM with strong personal powers:

Answer 30

HAVE EXTENSIVE TECHNICAL SKILLS

WELL DEVELOPED INTERPERSONAL SKILLS; AND

A PROVEN ABILITY TO EFFECTIVELY LEAD TEAMS TO SUCCESSFUL PROJECT COMPLETION

Question 31

CM Characteristics

Answer 31

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

Question 32

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.

Answer 32

LEADERSHIP

Question 33

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.

Answer 33

EXPERT POWER
REFERENT POWER

Question 34

The refusal to accept or comply with something; the attempt to prevent something by action or argument.

Answer 34

RESISTANCE

Question 35

The action or fact of complying with a wish or command; submissive.

Answer 35

COMPLIANCE

Question 36

The state or quality of being dedicated to a cause, activity; willingness to give your time and activity.

Answer 36

COMMITMENT