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1、第10章 项目沟通及文件记录,于华 北京 2017.11,本章要点,加强人员沟通 有效聆听 各种形式的会议 正式的讲演 项目报告 项目文件记录,“Stakeholder management is critical to the success of every project in every organization I have ever worked with. By engaging the right people in the right way in your project, you can make a big difference to its success. and
2、 to your career.“,如何不对牛弹琴？ 为你的项目赢得支持,Stakeholder,Robert B. Zoellick, Deputy Secretary of State Remarks to National Committee on U.S.-China Relations New York City September 21, 2005 Whither China: From Membership to Responsibility? We need to urge China to become a responsible stakeholder in the int
3、ernational system 牛津袖珍英汉双解词典，stakeholder的意思是“赌金保管人” 利害関係者 佐利克讲话之后，国内的有关单位、学者也对stakeholder这个词作了多种不同的翻译和解读，包括“利益攸关的共同参与者”、“共同经营者”、“参股人”、“合伙人”等，但是还没有官方认可的标准翻译。,http:/2001-2009.state.gov/s/d/former/zoellick/rem/53682.htm,得到最有权力利益相关者的意见，尽早塑造你的项目 得到最有权力利益相关者的支持获得资源 通过尽早与利益相关者的沟通，确认他们知道你所做的工作和理解工作的益处 预见人们对
4、项目的反应，作出行动计划，并赢得支持,识别利益相关者的益处,利益相关者管理的两个要素和三个步骤,利益相关者分析 识别必须争取的关键者 利益相关者规划 构建使你成功的支持环境,首先，识别谁是你的利益相关者 然后，了解他们的权利，影响和利益，以便你聚焦 最后，深入了解最重要的利益相关者，以赢得支持,如何使用工具识别利益相关者,识别利益相关者头脑风暴法 利益相关者可能是人也可能是组织 但沟通的对象一定是人，识别组织中的人 It is not about what you know but who you know,如何使用工具确定优先度,关键之问 在项目中有财物或感情上的关系吗？正或负向？ 什么最能
5、激发他们？ 他们最需要得到什么信息？ 他们希望如何得到信息？什么是向他们传达信息的最佳途径？ 当前对你工作的意见是什么？是以良好的信息为基础吗,如何使用工具了解利益相关者,通常谁影响他们的意见？谁影响他们对你的看法？其中的一些有影响力者是否也因此凭他们的位置而成为了重要的利益相关者？ 如果他们不太可能是正面的，如何争取他们去支持项目？ 另外还有谁可能受他们意见的影响？这些人会成为有权利的利益相关者吗？,如何使用工具了解利益相关者,直接与你的利益相关者讨论，询问他的意见,Janet Blechar,Michael Smith,Amanda McKay,Jose Hernanz,Maureen M
6、oss,Piers Marshall,Dora Brown,Mike Wikins,总结区分不同情况的利益相关者位置,总结区分不同情况的利益相关者程度,http:/ coding: advocates and supporters in green blockers and critics in red neutral in orange.,Janet Blechar,Michael Smith,Amanda McKay,Jose Hernanz,Maureen Moss,Piers Marshall,Dora Brown,Mike Wikins,关注重要的对象,http:/ coding:
7、advocates and supporters in green blockers and critics in red neutral in orange.,Janet Blechar,Michael Smith,Amanda McKay,Jose Hernanz,Maureen Moss,Piers Marshall,Dora Brown,Mike Wikins,重点关注,重点关注,Power/ Influence Grid,如何使用Power/ Influence Grid,What are the responsibilities of the stakeholders? What
8、do stakeholders expect from the project and how do they benefit? Are there any conflicting interests that the stakeholder may have with the project? How committed is the stakeholder to the project? Is he/she willing to commit tangible resources? What are the consequences of the not managing a certai
9、n stakeholder? Can stakeholders influence others, who are the dominant stakeholders? By getting answers to these questions, youll be able to determine the actual influence,谁是狗头军师？影响与作用,The most obvious stakeholders are: CEO ElizabethBrown CFO Dennis Gordon Director of Marketing Pamela Enns Director
10、of Product Development Jon Evans Director of Human Resources Wallace Houston,But are there other stakeholders as well? And who holds influence over whom? The entire HR team will be important to the reorganization - but not just the director of HR. Francis Beaton, the newly hired change agent, will b
11、e especially important. Elizabeth Brown has worked with Jon Evans for over 15 years, and she values Jons input on strategic initiatives. The board of directors is chaired by a longtime associate of Jon Evans. Like Elizabeth Brown, the board chair values Jons opinions and has never objected to any in
12、itiative Jon has ever backed. Wallace Houston and Dennis Gordon have a history of conflict. This is because Dennis was very late to realize HRs strategic value. Dennis still has difficulty spending money on HR projects, which he considers to be “soft“ expenses. Getting Denniss buy-in is critical if
13、you want the financial resources needed for the change.,So when you look more closely, you can identify additional people who will have an impact on your reorganization plan. And not everyone has the same influence.,谁是狗头军师？影响与作用,Influence/ Impact Grid,Salience model 凸显模型,Out of the seven classificat
14、ions the dormant stakeholder has power but not urgency or legitimacy. Thus the manager should be aware of them but there is no need to plan for their communication needs. Discretionary stakeholder has legitimacy but no power or urgency. His communications needs maybe in the form of actually asking f
15、or some details. This group also, thus does not need attention from the manager. Class 3 or the demanding stakeholders are those that have urgency. Their needs have to be met when asked for. The classes that need close attention are the 4, 5, 6 and 7 where more than one dimensions overlap. Class 4 w
16、here power and legitimacy overlap are classified as dominant stakeholders. So, they have legitimate claim on your time and their communication needs have to be taken into account. Class 5 is where power and urgency overlap and are classified as dangerous stakeholders. With the given combination, they could actually be dangerous to your projects welfare un
