Managing Stakeholders as Clients

Enhanced descriptions from Syndetics:

Your project operates in a dynamic world of stakeholders: from the familiar members of your local project team to hidden project opponents that aren't listed on any org chart. And your success hinges on your ability to meet or exceed their expectations. Success in this rapidly changing environment mandates a new approach. Veteran project management practitioner and professor M#65533;rio Trentim, PMP, PMI-RMP, PRINCE2, offers project managers a new solution: use Complex Sales techniques to engage stakeholders as clients. Written in a candid and conversational style, this highly accessible guide effortlessly blends theory with proven practice in order to equip you with new tools and techniques you can apply right away.

Table of contents provided by Syndetics

• Acknowledgments (p. v)
• Foreword (p. vii)
• Introduction (p. xiii)
• Chapter 1 Foundations (p. 1)
• 1.1 Beyond Traditional Project Management (p. 1)
• 1.2 A Word of Caution (p. 1)
• 1.3 Management is Overrated! (p. 2)
• 1.4 Hot Topics In Project Management (p. 3)
• 1.5 Best Practices (p. 5)
• 1.6 Stakeholders As Clients (p. 9)
• Chapter 2 Who Are They? (p. 13)
• 2.1 What Kinds of Stakeholders Can We Have? (p. 13)
• 2.2 Project Manager (p. 15)
• 2.3 Sponsor (p. 15)
• 2.4 Team (p. 17)
• 2.5 Clients and Users (p. 19)
• 2.6 Contractors and Suppliers (p. 20)
• 2.7 Government (p. 21)
• 2.8 Hidden Stakeholders (p. 22)
• 2.9 Internal vs. External Stakeholders (p. 24)
• Chapter 3 Why Worry About Them? (p. 27)
• 3.1 Stakeholder Theory (p. 27)
• 3.2 Needs vs. Wants (p. 29)
• 3.3 Requirements Elicitation (p. 31)
• 3.4 Systems Engineering (p. 34)
• 3.5 Life Cycle and Scope Definition (p. 39)
• 3.6 Change Management (p. 43)
• 3.7 Success In Project Management (p. 47)
• Chapter 4 The Four Ships (p. 51)
• 4.1 Sponsorship (p. 51)
• 4.2 Partnership (p. 54)
• 4.3 Leadership (p. 55)
• 4.4 Citizenship (p. 56)
• 4.5 Fitness For Purpose (p. 57)
• Chapter 5 Stakeholders As Clients (p. 59)
• 5.1 Complexity (p. 59)
• 5.2 Our Approach to Stakeholder Management (p. 62)
• 5.3 Lasting Relationships (p. 64)
• Chapter 6 Identifying Stakeholders and Then Needs (p. 67)
• 6.1 Stakeholder Engagement (p. 67)
• 6.2 What Does The PMBOK® Guide Say? (p. 71)
• 6.3 Prince2™ (p. 71)
• 6.4 Tools and Techniques (p. 73)
• Stakeholders' Identification (p. 74)
• Stakeholders' Assessment (p. 77)
• 6.5 Step By Step (p. 79)
• 6.6 Public Relations (p. 84)
• Chapter 7 Managing Engagement and Expectations (p. 87)
• 7.1 Stakeholders' (Mind) Mapping (p. 87)
• 7.2 Stakeholders' Management (p. 91)
• 7.3 Collecting Requirements (p. 94)
• 7.4 Defining Scope (p. 100)
• Chapter 8 Building A Solid Communications Plan (p. 103)
• 8.1 The Communications Problem (p. 103)
• 8.2 Communicating Efficiently (p. 107)
• 8.3 Project Communication Step By Step (p. 110)
• Chapter 9 Getting Buy-In (p. 119)
• 9.1 Learning (p. 119)
• 9.2 Soft Systems Methodology (p. 120)
• 9.3 Persuading (p. 124)
• 9.4 Motivating (p. 125)
• 9.5 Complex Selling Approach (p. 128)
• Chapter 10 Keep In Touch! (p. 131)
• 10.1 Stakeholder Management Along the Project Life Cycle (p. 131)
• 10.2 Stakeholder Management During Execution (p. 134)
• 10.3 Back to Change Management (p. 137)
• 10.4 Monitoring and Controlling (p. 138)
• 10.5 Project Management Metrics (p. 139)
• 10.6 Changing Expectations, Not Specifications (p. 140)
• Chapter 11 Team Management (p. 143)
• 11.1 Your Closest Stakeholders (p. 143)
• 11.2 Human Resource Planning (p. 144)
• 11.3 Motivational Theories (p. 147)
• 11.4 Team Building (p. 151)
• 11.5 Team Management (p. 154)
• Chapter 12 Conclusions (p. 163)
• 12.1 The Epic Challenge of Managing Stakeholders (p. 163)
• 12.2 Over-communication Is Never A Problem (p. 163)
• 12.3 Essential Stakeholder Management (p. 164)
• 12.4 People-Oriented (p. 168)
• 12.5 Knowledge Management (p. 170)
• Bibliography (p. 173)