Business Tools for Career Readiness
Project Management:
The Basics for Success
with Rob Stone, [Link]., PMP
Working with
Difficult People
Overview of Project Management
Project Management
Task/Technical Human Dynamics Issues
Issues
Team Stakeholders
Results
Overview of Project Management
Project Management
Task/Technical Human Dynamics Issues
Issues
Team Stakeholders
Results
Overview of Project Management
Project Management
Task/Technical Human Dynamics Issues
Issues
Team Stakeholders
Results
Overview of Project Management
Project Management
Task/Technical Human Dynamics Issues
Issues
Team Stakeholders
Results
Team Foundations
Performance Results
Team Foundations
Performance Results
Team Foundations
Performance Results
Examples of Behaviors
in Groups
Radar Dysfunctional Team
Behaviors
• Ignoring others
• Having side conversations
• Distracting
• Withdrawing
• Dominating
• Stating opinion as fact
Intervention Grid
Intervention Grid
Disruption High
Intervention Grid
High
Intervention Grid
High
Disruption High
Intervention Grid
High
1
Disruption High
Intervention Grid
High
2
Disruption High
Intervention Grid
High
Disruption High
Intervention Grid
High
Disruption High
When It Is Number 3
High
Disruption High
Seven Step Feedback Model
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7.
Seven Step Feedback Model
1. When you…
2.
3.
4.
5.
6.
7.
Seven Step Feedback Model
1. When you…
2. I feel…
3.
4.
5.
6.
7.
Seven Step Feedback Model
1. When you…
2. I feel…
3. Because…
4.
5.
6.
7.
Seven Step Feedback Model
1. When you…
2. I feel…
3. Because…
4. Pause for a response (Optional)
5.
6.
7.
Seven Step Feedback Model
1. When you…
2. I feel…
3. Because…
4. Pause for a response (Optional)
5. What I would like is…
6.
7.
Seven Step Feedback Model
1. When you…
2. I feel…
3. Because…
4. Pause for a response (Optional)
5. What I would like is…
6. Because…
7.
Seven Step Feedback Model
1. When you…
2. I feel…
3. Because…
4. Pause for a response (Optional)
5. What I would like is…
6. Because…
7. What do you think?
Overview of Project Management
Project Management
Task/Technical Human Dynamics Issues
Issues
Team Stakeholders
Results
Stakeholder Analysis
Stakeholder Analysis
Stakeholder Analysis
Stakeholder Analysis
Use the Tools
• Project charter
• Scope statement
• Work breakdown structure
• Schedule
• Resource assignments
Project Charter
• Project purpose or justification
• Measureable project objectives and
related success criteria
• High-level requirements
• High-level project description; product
characteristics
• Summary milestone schedule
• High-level risks
Project Charter
• Summary budget
• Project approval requirements (what
constitutes success, who decides it, who
signs off)
• Assigned project manager, responsibility
and authority level
• Name and responsibility of the person
authorizing project charter
• Stakeholder list
Scope Statement
Product scope description (progressively
elaborated)
Project deliverables
Product user acceptance criteria
Project exclusions
Project constraints
Project assumptions
Agreement
Done Looks
Like This
Project Parameters
Areas of Difficulty
Work Breakdown Structure
All the deliverables and all the work
The Schedule
The Schedule
The Schedule
Additional
Work
The Schedule
Additional
Work
$$$$
The Schedule
Additional
Work
$$$$ TIME
Resource Assignments
Six Other Ways To Deal With
Difficult Stakeholders:
Persuasion and Influence
Six Other Ways To Deal With
Difficult Stakeholders
• Reciprocity
Six Other Ways To Deal With
Difficult Stakeholders
• Reciprocity
• Scarcity
Six Other Ways To Deal With
Difficult Stakeholders
• Reciprocity
• Scarcity
• Authority
Six Other Ways To Deal With
Difficult Stakeholders
• Reciprocity
• Scarcity
• Authority
• Consistency
Six Other Ways To Deal With
Difficult Stakeholders
• Reciprocity
• Scarcity
• Authority
• Consistency
• Liking
Six Other Ways To Deal With
Difficult Stakeholders
• Reciprocity
• Scarcity
• Authority
• Consistency
• Liking
• Consensus
Reciprocity
Others will do things for us if we have first
done things for them.
Scarcity
What you do for this stakeholder must be
seen as:
Beneficial
Unique
The stakeholder must also understand what
they can potentially lose
Authority
If you are seen as not just the person with
“authority,” but as an authority or expert on
what you are attempting to do in the
project, people are more likely to agree
with you and support what you are doing.
Consistency
• Consistency throughout the project in how
things are done
• Consistency in how the project integrates
with and adheres to organizational
processes, procedures, guidelines, and
policies
• Both of these can help deal with difficult
Stakeholders.
Liking
• People will agree more often with people
they like.
• Take the time to build positive
relationships with stakeholders.
Consensus
As it is within the team, listening to all
viewpoints and building consensus on
which is the best idea or action that will
help the project move forward is also
important to stakeholders.
In Summary
• Listen to team members and stakeholders
• Treat everyone on the team and every
stakeholder with respect
...And you will have a solid foundation for
Dealing With Difficult People.
