第10章项目沟通及文件记录

第10章项目沟通及文件记录于华[e-mail]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•StakeholdermanagementiscriticaltothesuccessofeveryprojectineveryorganizationIhaveeverworkedwith.Byengagingtherightpeopleintherightwayinyourproject,youcanmakeabigdifferencetoitssuccess...andtoyourcareer.如何不对牛弹琴？—为你的项目赢得支持Stakeholder•RobertB.Zoellick,DeputySecretaryofStateRemarkstoNationalCommitteeonU.S.-ChinaRelationsNewYorkCitySeptember21,2005–WhitherChina:FromMembershiptoResponsibility?–WeneedtourgeChinatobecomearesponsiblestakeholderintheinternationalsystem•《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。•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–ItisnotaboutwhatyouknowbutwhoyouknowYourbossShareholdersGovernmentSeniorexecutivesAlliancepartnersTradesassociationsYourcoworkersSuppliersThepressYourteamLendersInterestgroupsCustomersAnalystsThepublicProspectivecustomersFuturerecruitsThecommunityYourfamily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•JanetBlechar•MichaelSmith•AmandaMcKay•JoseHernanz•MaureenMoss•PiersMarshall•DoraBrown•MikeWikins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:advocatesandsupportersingreenblockersandcriticsinredneutralinorange.•JanetBlechar•MichaelSmith•AmandaMcKay•JoseHernanz•MaureenMoss•PiersMarshall•DoraBrown•MikeWikins关注重要的对象:advocatesandsupportersingreenblockersandcriticsinredneutralinorange.•JanetBlechar•MichaelSmith•AmandaMcKay•JoseHernanz•MaureenMoss•PiersMarshall•DoraBrown•MikeWikins重点关注重点关注Power/InfluenceGrid如何使用Power/InfluenceGrid•Whataretheresponsibilitiesofthestakeholders?•Whatdostakeholdersexpectfromtheprojectandhowdotheybenefit?•Arethereanyconflictingintereststhatthestakeholdermayhavewiththeproject?•Howcommittedisthestakeholdertotheproject?Ishe/shewillingtocommittangibleresources?•Whataretheconsequencesofthenotmanagingacertainstakeholder?•Canstakeholdersinfluenceothers,whoarethedominantstakeholders?•Bygettinganswerstothesequestions,you’llbeabletodeterminetheactualinfluence谁是狗头军师？影响与作用•Themostobviousstakeholdersare:–CEOElizabethBrown–CFODennisGordon–DirectorofMarketingPamelaEnns–DirectorofProductDevelopmentJonEvans–DirectorofHumanResourcesWallaceHouston•Butarethereotherstakeholdersaswell?Andwhoholdsinfluenceoverwhom?–TheentireHRteamwillbeimportanttothereorganization-butnotjustthedirectorofHR.FrancisBeaton,thenewlyhiredchangeagent,willbeespeciallyimportant.–ElizabethBrownhasworkedwithJonEvansforover15years,andshevaluesJon'sinputonstrategicinitiatives.–TheboardofdirectorsischairedbyalongtimeassociateofJonEvans.LikeElizabethBrown,theboardchairvaluesJon'sopinionsandhasneverobjectedtoanyinitiativeJonhaseverbacked.–WallaceHoustonandDennisGordonhaveahistoryofconflict.ThisisbecauseDenniswasverylatetorealizeHR'sstrategicvalue.DennisstillhasdifficultyspendingmoneyonHRprojects,whichheconsiderstobesoftexpenses.GettingDennis'sbuy-iniscriticalifyouwantthefinancialresourcesneededforthechange.•Sowhenyoulookmoreclosely,youcanidentifyadditionalpeoplewhowillhaveanimpactonyourreorganizationplan.Andnoteveryonehasthesameinfluence.谁是狗头军师？影响与作用Influence/ImpactGridSaliencemodel凸显模型•Outofthesevenclassificationsthedormantstakeholderhaspowerbutnoturgencyorlegitimacy.Thusthemanagershouldbeawareofthembutthereisnoneedtoplanfortheircommunicationneeds.Discretionarystakeholderhaslegitimacybutnopowerorurgency.Hiscommunicationsneedsmaybeintheformofactuallyaskingforsomedetails.Thisgroupalso,thusdoesnotneedattentionfromthemanager.Class3orthedemandingstakeholdersarethosethathaveurgency.Theirneedshavetobemetwhenaskedfor.•Theclassesthatneedcloseattentionarethe4,5,6and7wheremorethanonedimensionsoverlap.Class4wherepowerandlegitimacyoverlapareclassifiedasdominantstakeholders.So,theyhavelegitimateclaimonyourtimeandtheircommunicationneedshavetobetakenintoaccount.Class5iswherepowerandurgencyoverlapandareclassifiedasdangerousstakeholders.Withthegivencombination,theycouldactuallybedangeroustoyourproject’swelfareunlesstheirdemandscanbemet.•Class6stakeholdersaredefinedasdependentstakeholders.Theyhavelegitimacyandtheurgencybutnotcommensuratepower.Theyshouldbekeptinformedastheycouldbeofhelpwhenyouneedtoleveragetheirlegitimacyandtheurgencytheycangetfromtheorganization.•What’smostimportantistheclass7stakeholders-thedefinitivestakeholders.Youneedtomeetthisgroup’severyneedastheyarecrucialtoyourproject.Thisis