Project Relationship Management (PRM)

Project Relationship Management (PRM) is the active development, cultivation and maintenance of project associated relationships. This presentation will address the seven relationships common to all projects, why each is important, and what we must do to successfully manage them.

1. Ruffin Veal & Associates, Inc. presents…. Project R elationship Management

2. Agenda Introduction Sponsor Steering Committee Subject Matter Experts End-Users Functional Area Management Organizational Project Management Vendors Project Relationship Rapport Project Relationship Do s and Don’t s Summary Questions

3. Introduction What is a Relationship? The state of being related by kindred, affinity or other alliance or A state of affairs existing between those having relations or dealings

4. Introduction What is Project Relationship Management? PRM is the active development, cultivation and maintenance of project-associated relationships.

5. Introduction The 7 Primary aspects of PRM include: The Project Manager and … Sponsor Steering Committee Subject Matter Experts End-Users (customers) Functional Area Management Organizational Project Management Vendors

6. The Sponsor “He/She who has the gold ……..”

7. He/She who has the gold….. Controls the project’s financial resources Has final say as to project’s fate Be clear about his/her expectations Keep him/her well informed Be first to inform him/her of negative project impacts You should never assume “all is well” with this relationship

8. The Steering Committee “E Pluribus Unum”

9. E Pluribus Unum Primary and secondary stakeholders Be aware of conflicting priorities, desires and needs Be aware of biased opinions and support Hear and see (non-verbally) what is being communicated while taking bias into account Remain focused on overall project objectives

10. Subject Matter Experts “Is this really my job?”

11. Is this really my job? Your project may be perceived as secondary concern and an intrusion on their “real” job Functional area management gives their reviews and has their primary focus Actively seek their expertise Ask yourself “What’s in it for them?” Present the project as an opportunity

12. The End-User “Get them in your corner!”

13. Get them in your corner! Beneficiaries of the project deliverables May or may not include functional area SMEs Be aware of apprehension concerning changes to their work environment Be sure to hear/address their concerns and keep them involved in the process Their willingness to embrace your project can determine success or failure

14. Functional Area Management “Let’s make a deal”

15. Let’s make a deal SMEs and end-users report here Multiple functional areas may be involved in project; multiple FA managers Source of human resources for the project FAM has priority on their resources unless those resources are “dedicated” to you Negotiate and agree on the distribution and allocation of HR throughout project

16. Organizational Project Management “Managing your manager”

17. Managing your manager Adhere to your organization’s Project Management culture Make sure performance review expectations are clearly defined for each project Establish a comfortable working relationship Encourage the exchange of insights, opinions, feedback and information Open/honest communication is essential

18. Project Vendors “You’re the boss”

19. You’re the boss You now have “responsibility with authority” Don’t be in awe of industry heavyweights Remember, vendors are sales people Clearly define/monitor vendor accountabilities and expectations for your project/organization and ensure that they are met Establish well defined guidelines and metrics for vendor compliance

20. P roject Relationship Rapport Based on Relationship C ounterpart (RC) concerns What concerns does each team member have as a result of your project? RC accountabilities + Your project = RC concerns

21. Project Relationship Rapport The Sponsor and Steering Committee Concerns are at a strategic level Fiscal and Budgetary Long term Departmental & Organizational Plan

22. P roject Relationship Rapport Subject Matter Experts and End-Users Concerns are at a job description level New/modified job related tasks and activities Effect of project on their daily routine New skills anxiety

23. Project Relationship Rapport Functional Area Management Concerns are human resource oriented Availability of area personnel Schedule impact on other accountabilities A bility to provide normal area services

24. P roject Relationship Rapport Organizational Project Management Concerns are image & service oriented PM organization is perceived as providing valuable service PMs as organizational representatives Organization justifies its existence

25. P roject Relationship Rapport Vendors Concerns are image & service oriented How vendor organization is perceived Sales and technical staff as vendor organization representatives Want to be partners in your project’s success

26. Project Relationship Do s and Don’t s Do……. Adopt a servant management style Maintain a knowledgeable yet humble demeanor Be professional Be approachable Listen more than talk Client “yes”, Ego “no” Develop a mutually comfortable rapport Don’t….… Politics Sensitive social issues Religious ideologies Traditional holiday socializing/greetings Personal relationships Personal opinions Gossip Social and professional cliques

27. Summary Empathize with your relationship counterpart Be aware of conflicting priorities and goals among project participants Don’t ignore position related needs, sensitivities and concerns Avoid sensitive commentary and subjects Develop non-verbal communication skills Develop a PM organizational culture that values project relationships

28. And above all Follow the GOLDEN RULE: Do unto others…

29. Questions