Communication is the core element of stakeholder engagement in projects. All projects, even the smallest stakeholder-neutral project, depend on some form of communication. No project can exist in complete isolation from its stakeholders.
Project managers recognise the need to do communications planning and to have a communications plan. Where the problem appears to lie is in how well communications are designed to meet the specific needs of the project and its stakeholders. Too often, there is a reliance on generic practices and standards, without sufficient challenge or questioning of the appropriateness of the approach:
Continue reading “Stakeholder-led project management: Communication challenges”
Sometimes, communication is not about coordinating stakeholder action, but about inspiring stakeholders to take action of their own accord. This kind of communication is almost always about capturing hearts and minds—the mobilization and alignment of stakeholders with the achievement of the project outcomes. One of the key questions here is who is the right person, who is best positioned to influence and inspire action?
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Stakeholder engagement is one of the most important factors in the successful delivery of projects.
On 24th February 2017, the Cape Town PMO forum hosted by PwC deliberated over what role the PMO should play in promoting good stakeholder engagement on projects.
We were conscious that there is a fine line between the PMO facilitating good practices; acting as a broker between the project and its stakeholders; and taking on the role of leader in stakeholder engagement. The more responsibility the PMO takes, the higher the risk that it disempowers the project and threatens the creation of effective project-stakeholder relationships. That said – it is clear the PMO has the potential to support and encourage good stakeholder engagement practices. How to get the balance right?
Continue reading “The PMO: Promoting best practices in stakeholder engagement”
This month’s ‘Insights’ blog shares lessons from applying a community of practice (CoP) approach to encouraging knowledge sharing across a project community. While the research examines multiple PMOs in a large global organisation, I feel the insights are also applicable to the single PMO attempting to promote the sharing of best practices and lessons learned in the project manager community.
The paper gives us some insights into the challenges faced in promoting knowledge sharing, the success factors for the formation of an effective community and how you might recognise that your community is maturing (or not).
“If only we knew what we know…”
Continue reading “Communities of Practice to encourage knowledge sharing in project-based organisations”