V IE WPOIN TS
Join the discussion on
the secondary issues, you’ll be exceeding expectations.
Give yourself an opportunity not only to make the grade,
but to go to the head of the class!
Michael Hatfield, PMP, is no stranger to controversy, and he continues to stir the pot. In
“PMBOK® Guide for the Trenches, Part 4: Risk,”
he reveals his dislike of the term upside risk and
says that risk management shouldn’t come into
play once baselines are set.
Julian Pearson replies that risk “is not
whether an event will have a negative effect,
but that an event will happen that could impact
the deliverable to which it relates, in any way.”
VOICES ON PROJECT MANAGEMENT
few have a direct impact on the primary stakeholder—and
those are the things that deserve immediate focus. The
trick is prioritizing those without discounting the remaining ones.
Assuming you were listening and asking the pertinent
questions, you should have a clearer picture of your primary stakeholder’s motivators. For example, if he or she is
preparing for a major marketing blitz and this is the highest priority, map which issues have a direct effect on the
success of the campaign.
Working with your primary stakeholder, create a list of
prioritized action items—but make sure it’s manageable
and realistic. Agree on six primary challenges you will
address (and hopefully resolve) in the next four to five
working days. This gives you something tangible for you
and your team to focus on. If you end up resolving any of
4. Define a follow-up schedule and stick to it.
Plan on giving your primary stakeholder regular status
updates on the issues until they’ve all been addressed, if
not resolved. This not only demonstrates your tenacity but
provides quantitative progress.
The frequency of the updates depends on the severity
of the issue at hand. If it affects business continuity, you
need to be providing updates daily (or even more frequently) in addition to making
Keep in mind that there’s a
fine line between demonstrating you’re a go-getter and pestering your primary stakeholder
with useless details. Stick with
clear, concise updates to the
high-priority issues and avoid
technical jargon. All he or she
really wants to know is: Have
the issues been resolved, and if
not, when will they be?
When paired with your expertise
(and determination to go to that
reception on Thursday), these
tactics should afford you a manageable week—and a satisfied
PMP, is an IT stakeholder manager
responsible for Latin
America at Nokia
Inc., Miami, Florida,
USA. He is also the
author of the blog
RAISE YOUR VOICE No one knows project management better than you, the practitioners “in the trenches.” So PM Network launched its Voices on Project Management column.
Every month, project managers will share ideas, experiences and opinions on everything from
sustainability to talent management—and all points in between. If you’re interested in contributing,
please send your idea to email@example.com.