WK5 Stakeholder engagement and how it relates to program management

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DeVry University, Keller Graduate School of Management *

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587

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Management

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Jan 9, 2024

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Week 5 PROJ 587 Page 1 of 5 Stakeholder engagement and how it relates to program management. Professor: Dr. Paul W. Richardson Student: Melvin F. Luster II Due: 11/26/2023 Course: PROJ587

Week 5 PROJ 587 Page 2 of 5 Stakeholder engagement and stakeholder communication are, by nature, synonymous. We cannot completely engage stakeholders without speaking well with them. A carefully planned communication requires having a defined strategy laid out. Stakeholder engagement begins at the conception of a program and must persist through all stages of the agenda through program culmination. The program manager's success lives and dies on the ability to develop quality (business) relationships. A basic introduction is done in the initial discovery sessions, but it is essential to keep a more detailed introductory meeting with a smaller group of individuals. In these sessions, our goal evolves to the stage of understanding each other's expectations, confirming agreement on roles and responsibilities, and deciding how we will effectively work together. Knowing how to cultivate associations and leverage the proficiency and talents of those around you is a skill that will elevate our performance as great program managers and separate us from the latter. Having best practices to use as guidelines in building strong relationships is ideal when establishing and developing solid, lasting alliances. If proper Expectations are set in the initial stages, a positive outcome is assured if we provide the basis for maintaining a safe and effective learning environment . In the stakeholder engagement, we must Clearly communicate our expectations to help employees better understand the organization’s goals . Without (an outline of) expectations from the beginning, runs a risk of miscommunication and low employee engagement as a result. Making improper assumptions about what is expected from a program manager and all parties involved can prove costly and damage the relationship-building process. While setting the proper expectations, it's always best to discuss and review the RACI (responsible, accountable, consulted, informed) chart we put concurrently. This process allows

Week 5 PROJ 587 Page 3 of 5 the ability to identify any gaps or differences in understanding who or what should be covered during group gatherings to help avoid redundancies or missed deliverables later in your program. After discussing responsibilities and setting expectations, it makes sense to talk about how to work together and what your (stakeholders') preferred communication style is. While some individuals prefer pre-scheduled meetings, others may desire drive - by or hallway dialogues. During this task, the purpose of building rapport becomes the basis of meaningful, close, and harmonious relationships between 2 or more individuals . It's the bond (of trust) that forms when we discover that we share one another's values and priorities in personal and professional lives. If you want to build rapport with clients and coworkers or gain the confidence of your staff, it's a good idea to implement the 4 Principles of Rapport. These tenets are empathy, authenticity, similarity, and shared experience. All 4 Principles are executed when all parties take the time to share the history of the organization and other relevant (professional) experiences. With the baseline established, the stakeholder engagement related to program management is best at growing (business) relationships through the following five important principles. These attributes are. • Do what you say you are going to do. • Try to make sure there are no surprises. • Create a mutually beneficial business relationship. • Remember that executives and customers are people, too. • Always show respect. An issue a professional might face is over-committing. This gesture may seem noble, but it sends the wrong message that you've received more assignments, and it is likely you are too stretched

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Week 5 PROJ 587 Page 4 of 5 to complete them. So, it is best to choose your commitments carefully. In some cases, it is desirable to set aggressive goals, but they must be realistic and achievable. With that in mind, the project manager should not communicate any date(s) or cost(s) until the scope is well clarified. This builds trust, and if you cannot do a certain thing, that notification becomes better received, and the receiving party becomes more receptive to listening, discussing the complexities, and coming to a resolution. We all want to eliminate surprises that potentially de-rail a business relationship in its build (rapport) process. The term "mutually beneficial" is core to a flourishing partnership and aids in ensuring that both parties are committed to the arrangement . Stakeholder engagement as it relates to program management has an element of "mutual benefit" in that both sides gain something from nothing. Knowing this, we ought to avoid the pitfall of being too formal. So, the program managers should pay attention to what he/she says and how they say it. A good starting point is putting together a communications plan with each stakeholder engagement plan. Every identified stakeholder should have at least one corresponding line on your communication plan. It is also a good idea to review what stakeholder quadrant they are in, as well as any input on preferred communication methods gathered in your initial stakeholder conversations. One option is to include this information within your communication plan if it makes it easier rather than going back and forth between documents. Here is one important tip with regard to information included in the communication plan: Consider who is able to see your communication plan document. What we communicate and how we communicate it can be closely linked to our interest level and their ability to influence the organization. I discovered in this assignment that dealing with people is your number one job as a program manager. Our success (or failure) as a program

Week 5 PROJ 587 Page 5 of 5 manager is largely correlated with establishing and maintaining positive business relationships. Lastly, we must have the discretion to connect with people, regale them with respect, give back, and set them up for success by doing what we say we are going to do and by giving them the information they need to be successful. References https://devry.percipio.com/books/cbffe980-f348-11e6-ad5d- 0242c0a80607#epubcfi(/6/68!/4/2%5Bepubmain%5D/2%5Bpart02%5D/2/2/1:0) Project Management Institute. (2017). "The Standard for Program Management – Fourth Edition." PMI Publications Refer to Chapters 4 and 6 of the Stakeholder Engagement: The Game Changer for Program ManagementLinks to an external site. book.

WK5 Stakeholder engagement and how it relates to program management

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