the project because they neither tell you what should be done nor help you do it. Table 4-3 shows how you may keep observers involved.
TABLE 4-1 Involving Drivers in the Different Project Phases
| Phase | Involvement Level | How to Involve |
|---|---|---|
| Starting the project | Heavy | Identify and speak with as many drivers as possible. If you uncover additional drivers later, explore with them the issues that led to the project; ask them to identify and assess any special expectations they may have. |
| Organizing and preparing | Moderate to heavy | Consult with drivers to ensure your project plan addresses their needs and expectations. Have them formally approve the plan before you start the actual project work. |
| Carrying out the work | Moderate | As the project gets underway, introduce the drivers to the project team. Have the drivers talk about their needs and interests to reinforce the importance of the project and help team members form a more accurate picture of project goals. In addition, have the team members talk to the drivers to increase the drivers’ confidence that the team members can successfully complete the project. While performing the project work, keep drivers apprised of project accomplishments and progress to sustain their ongoing interest and enthusiasm. Continually confirm that the results are meeting their needs. |
| Closing the project | Heavy | Have drivers assess the project’s results and determine whether their needs and expectations were met. Identify their recommendations for improving performance on similar projects in the future. |
TABLE 4-2 Involving Supporters in the Different Project Phases
| Phase | Involvement Level | How to Involve |
|---|---|---|
| Starting the project | Moderate | Wherever possible, have key supporters assess the feasibility of meeting driver expectations. If you identify key supporters later in the project, have them confirm the feasibility of previously set expectations. |
| Organizing and preparing | Heavy | Supporters are the major contributors to the project plan. Because they facilitate or do all the work, have them determine necessary technical approaches, schedules, and resources. Also have them formally commit to all aspects of the plan. |
| Carrying out the work | Heavy | Familiarize all supporters with the planned work. Clarify how the supporters will work together to achieve the results. Have supporters decide how they’ll communicate, resolve conflicts, and make decisions during the course of the project. Throughout the project, keep supporters informed of project progress, encourage them to identify performance problems they encounter or anticipate, and work with them to develop and implement solutions to these problems. |
| Closing the project | Heavy | Have supporters conclude their different tasks. Inform them of project accomplishments and recognize their roles in project achievements. Elicit their suggestions for handling similar projects more effectively in the future. |
TABLE 4-3 Involving Observers in the Different Project Phases
| Phase | Involvement Level | How to Involve |
|---|---|---|
| Starting the project | Minimal | Inform observers of your project’s existence and its main goals. |
| Organizing and preparing | Minimal | Inform observers about the project’s planned outcomes and time-frames. |
| Carrying out the work | Minimal | Tell observers that the project has started and confirm the dates for planned milestones. Inform observers of key project achievements. |
| Closing the project | Minimal | When the project is done, inform observers about the project’s products and results. |
Their level of interest in your project
The likelihood that your project will affect them at some point in the future
The need to maintain a good working relationship with them
Using different methods to involve your stakeholders
Keeping drivers, supporters, and observers informed as you progress in your project is critical to the project’s success. Choosing the right method for involving each stakeholder group can stimulate that group’s continued interest and encourage its members to actively support your work. Consider the following approaches for keeping your project stakeholders involved throughout your project:
One-on-one meetings: These meetings (which are formal or informal discussions with one or two other people about project issues) are particularly useful for interactively exploring and clarifying special issues of interest with a small number of people.
Group meetings: These meetings are planned sessions for some or all team members or stakeholders. Smaller meetings are useful to brainstorm project issues, reinforce team member roles, and develop mutual trust and respect among team members. Larger meetings are useful to present information of general interest.
Informal written correspondence: These are notes, messages, and emails that help you document informal discussions and share important project information.
More formal information-sharing vehicles: Information resources such as project newsletters or sites on the organization’s intranet may be useful for sharing nonconfidential and noncontroversial information with larger groups of stakeholders.
Written approvals: These include a technical approach to project work or formal agreements about a product, schedule, or resource commitment) and they serve as records of project decisions and achievements.
Flip to Chapter 15 for