Before you start identifying the executive stakeholders and sponsors, you need to understand the context of your project. What is the strategic alignment, the business value, the risks, and the dependencies of your project? How does your project fit into the overall portfolio and roadmap of your organization? By answering these questions, you will have a clear picture of the purpose and scope of your project, and the expectations and interests of the executive level.
To pinpoint key executive stakeholders and sponsors for your project, first immerse yourself in the project’s landscape. Understand the strategic goals and how the project aligns with the broader business objectives. Identify who stands to gain the most from the project’s success and who wields decision-making power. These individuals are your primary targets for engagement. Establishing strong relationships with them early can drive the project forward and secure the necessary resources and support. Prioritize transparency and regular updates to keep these stakeholders invested and informed throughout the project’s lifecycle.
Take a big picture, company level view of the decision and identify the key decision criteria. It is likely that whatever criteria you identify will be “owned” by a specific function or team. You have just identified your stakeholder groups. Align with the leaders for each group, and make sure they have a team member on your study team.
To effectively navigate your project, it's crucial to comprehend its context. ?? Assess the strategic alignment, business value, risks, and dependencies associated with your initiative. Understand how your project integrates into the organization's overall portfolio and roadmap, ensuring synergy with broader objectives. Identifying executive stakeholders and sponsors requires insight into the purpose, scope, and expectations tied to your project. ?? Recognizing strategic relevance ensures seamless alignment with organizational goals, while understanding risks and dependencies aids in proactive management. This holistic perspective enables informed decision-making and establishes a foundation for successful project execution. ??
Um stakeholder e/ou patocinador executivo de um projeto precisa ser alguém que 1) tenha interesse genuíno naquele assunto, 2) tenha envolvimento direto e/ou 3) que possa tomar decis?es e/ou influenciar outros a assim fazer. Por consequência lógica, você n?o pode escolher ou solicitar a um executivo que assuma este papel se este n?o atender algum ou alguns destes critérios. Imagine ter um contador como sponsor de um projeto de reflorestamento? Ou ainda um engenheiro de alimentos em um projeto de relacionamento institucional/governamental? Aqui vale a máxima de "cada um no seu quadrado", portanto, entenda o contexto antes de ter o seu patrocinador.
Stakeholder analysis, organizational mapping, consulting documentation and records, internal networking, scheduling meetings and interviews with leaders, assessing project interests and impacts, and maintaining open and transparent communication.
Next, you need to map the stakeholder landscape of your project. This means identifying who are the people or groups that have a stake in your project, either as beneficiaries, influencers, or decision-makers. You can use various tools and techniques to map the stakeholder landscape, such as a stakeholder matrix, a power-interest grid, or a RACI chart. The goal is to categorize the stakeholders based on their level of power, interest, influence, and involvement in your project.
To map the stakeholder landscape of the project, employ tools like a stakeholder matrix or a power-interest grid. Categorize stakeholders based on their power, interest, influence, and involvement using a RACI chart. Identify beneficiaries, influencers, and decision-makers. ?? Consider key phrases like power dynamics, project impact, and communication needs. Prioritize stakeholders based on their significance and engagement level. Ensure transparency and communication tailored to each group. Regularly update the stakeholder map to adapt to changing project dynamics. This comprehensive approach aids in fostering positive relationships, managing expectations, and ensuring project success. ??
Um projeto envolve diversos stakeholders e mapear (corretamente) os mesmos lhe trará mais chances de sucesso na condu??o do mesmo e consequentemente no atingimento do objetivo proposto. Se o projeto, por exemplo, envolve experiência do cliente, n?o há como deixar de lado a área comercial (vendas e pós-vendas) e, preferencialmente, o próprio cliente (algum pelo menos para projeto piloto ou alguns por amostragem ou representatividade). Se envolve rentabilidade, as áreas de produ??o, supply chain e finan?as naturalmente dever?o ser envolvidas. Nestes exemplos supracitados, importante identificar quem s?o as áreas fornecedoras ou clientes (internas ou externas) de modo que se consiga com clareza mapear os "AS IS" e os potenciais "TO BE".
Use the RACI chart to identify the key stakeholders from different roles, functions and influence powers. You could use the value chain to check if the stakeholder list is sufficient but not excessive. Then you could also use a 360 degress concept to double check: 1) senior leadership: Do you involve all the key decision makers and sponsors? 2) peers: Do you include all the key functions/roles? 3) team: Do you have a capable and motivated cross-functional team to get involved? Is this project aligned with their priorities? If there is any concern, how could you address it upfront? Last but not last, as the project leader, ask yourself: do you get a strong support system from the stakeholders? Would you need extra mentorship or support?
As part of mapping a stakeholder landscape, you can also identify their current stance on the matter and what you want them to leave with. Not all stakeholders will require you to completely change their minds, but some will, and you should know the relevance of each stakeholder on your landscape map.
Once you have mapped the stakeholder landscape, you can focus on identifying the executive stakeholders and sponsors for your project. These are the people who have the highest level of power, interest, influence, and involvement in your project. They are typically senior managers, directors, or executives who can authorize, approve, fund, or champion your project. You can use various sources of information to identify them, such as the project charter, the business case, the organizational chart, or the previous projects. You can also ask for referrals from your existing stakeholders or sponsors, or conduct interviews or surveys to validate your assumptions.
Identifying executive stakeholders and sponsors is crucial for project success. ?? These individuals possess significant power, influence, and interest in the project. ?? Typically senior managers or executives, they can authorize funds, champion initiatives, and make critical decisions. ?? Sources like project charters, business cases, and organizational charts help pinpoint them. ?? Referrals from existing stakeholders or sponsors and interviews/surveys can validate assumptions. ?? By engaging with these key figures early on, project teams can ensure alignment with organizational goals and secure necessary resources. ?? This proactive approach fosters support and buy-in from leadership, enhancing project outcomes.
Once potential sponsors are identified and agree to support the project, formalize their roles and responsibilities -- define how they will provide support, resources, and guidance throughout the project lifecycle to avoid stepping on toes and duplicate work.
After you have identified the executive stakeholders and sponsors, you need to establish the communication plan for your project. This means defining how, when, what, and why you will communicate with them throughout the project lifecycle. You need to tailor your communication plan to the needs and preferences of each executive stakeholder and sponsor, taking into account their communication style, frequency, format, and channel. You also need to define the communication objectives, the key messages, the feedback mechanisms, and the escalation procedures for your project.
To ensure effective project communication, customize plans for executive stakeholders and sponsors based on their style, frequency, and preferred channels. Establish clear communication objectives, incorporating key messages, and consider feedback mechanisms for constant improvement. Tailor the plan to accommodate diverse communication styles, such as formal reports, informal updates, or interactive meetings. Integrate varied channels like emails, presentations, and virtual meetings. Implement a robust escalation procedure for prompt issue resolution. Prioritize clarity, transparency, and alignment with project goals. Regularly assess the effectiveness of the communication plan, seeking continuous improvement.
Um projeto n?o migrará do status planejado para o executado sem um adequado plano de comunica??o. Por mais que você tenha executivos / sponsors alinhados, se suas partes interessadas, interfaces e parceiros do projeto n?o souberem o que, o porquê, o como e quando fazerem aquelas etapas e atividades, o seu projeto nunca sairá do papel. Estruture sua comunica??o e fa?a chegar a mensagem. Um projeto que as pessoas n?o sabem seus papéis, responsabilidades e prazos será apenas um desejo, uma inten??o. Nem um projeto será...
A well-developed communication plan with relevant communications that can be adapted as challenges arise will help you be successful with your stakeholders. Stick to a brand starting with your communication plan and ensure the entire cascade adopts that template.
When communicating with the Executive-team throughout the project, ask how they would like to be updated and how. Would they like weekly, monthly, or quarterly updates? Would they like to receive this update in the form of a report, email, in-person, phone call, or Zoom/Teams/etc.? Does each Executive want a full report on the entire project or broken down with information relevant to their department? Find out what matters most to your team and the best way to communicate to them in the most effective way.
Finally, you need to build trust and rapport with your executive stakeholders and sponsors. This means developing a positive and professional relationship with them, based on mutual respect, honesty, transparency, and credibility. You can build trust and rapport by delivering on your promises, providing regular updates, highlighting achievements and challenges, acknowledging feedback, resolving issues, and celebrating successes. You can also build rapport by showing interest in their goals and concerns, asking for their opinions and advice, and expressing appreciation and recognition.
By following these steps, you will be able to identify and manage the executive stakeholders and sponsors for your project effectively. This will help you to align your project with the strategic vision, secure the necessary resources and support, and increase the chances of delivering successful outcomes.
Building trust and rapport with executive stakeholders and sponsors is vital for project success. ?? Establishing mutual respect, honesty, and transparency forms a solid foundation. Delivering on promises, providing updates, and addressing feedback demonstrate reliability and credibility. Celebrating successes and resolving issues promptly fosters a positive atmosphere. ?? Additionally, showing genuine interest in their goals, seeking advice, and expressing appreciation strengthens rapport. By following these steps, you'll effectively manage stakeholders, align projects with strategic vision, and secure necessary support. This approach enhances the likelihood of achieving successful outcomes. ??
Trust is vital to the way we do business today. In fact, the level of trust in business relationships is the greatest determinant of results and the filter of messages in every communication. You could refer to the four key elements around trust to build strong trust with the identified key stakeholders. CREDIBILITY is based on your credentials, knowledge, skill sets and experiences. E.g. We will trust the experts in certain domains. RELIABILITY has to do with consistency in actions. If you always do what you say, people will feel you are dependable. INTIMACY refers to we feel safe when we open up ourselves. OTHERS-ORIENTATION refers to whether our focus is primarily on others/others' interest rather than themselves.