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Project Leadership - Coggle Diagram
Project Leadership
Stakeholder hierarchy
Project Customer-
The customer/user is the end user
Since this type of stakeholder is a group,
conflict usually arises
Representative on the steering committee
Coming to an agreement
May try to hijack project for their own objectives
The group whose needs need to be satisfied by the project
Project Manager-
Responsible for overall project output
Selecting,
Building and motivating
the project team
Serving as a
point of contact
with
management hierarchy
Pl
anning, monitoring and controlling
the project
Communicating with the
chain of command
Decisions relating to
system resources
Selecting and managing
subcontractors
Ensuring
Project Objectives are achieved
Recommending
termination
where necessary
Project Owner-
Interested in End Result being Achieved
C
oncerned with scope
and
functionality
than budgets
Project Owner is a
senior stakeholder
and usually sits on the
steering committee
I
nterested in the end result
being achieved and their needs being met
Project Team-
Responsible for achieving project tasks
Made up of people from a variety of functions and divisions
Maintains
functionality
divisional responsibility
membership of the project team
Given Individual responsibility for parts of the project
Project Sponsor-
Provides Resources for project
Make
YES/NO decisions
regarding the project
P
rovide resources
for the project and are
responsible for its budget
Appoint project Managers
M
onitor progress
of the project from info provided by Manager
I
nitiate
the project
Provide support and
senior management commitment
to the project
Project Champion
To
campaign on behalf of the project
at the highest level of the organisation
An
informal role
within the project
Doesn't have making or reporting responsibilities
Project Steering Committee
Makes all the
high level decisions
regarding the project
Small projects will either have a
steering committee or project board
O
versees the project
Steering committee
may meet monthly
and board may meet a few times a year
Other Stakeholders
Subcontractors
Specialists
Suppliers
Roles of Certified Management Accountants
CMA/CGMA
Project Customer/User
assess the
impact changes
will have on the
accounting function
Member of Project Team
B
ring financial knowledge
and able to analyse and advise the
financial impact on the organisation
Project Sponsor
Supplies funding for the project
Providing Financial information for the project
CMA involved in undertaking the
cost-benefit analysis
Project Manager
Management Accountant will need to possess skills such as
Communication
AND
Analytical skills
Leadership
Managing Stakeholder Relationships
Once Stakeholders are identified they can be mapped in relation to
P
ower and Means
available for them to do so
Impact of
stakeholder expectations
on the project
The likelihood of each stakeholder group attempting to impress their expectation on others
Mendelows Matrix
can be used to help project manager to manage the project stakeholder
Shareholder Conflict
A number of shareholders
not sharing the same objectives
eventually leads to conflict thus a
good project manager will have interpersonal skills
Common Conflict Reasons
A
low level of authority
given to the project manager
R
emote functional groups
within the project,
working almost independently
U
nclear schedules
and
performance targets
I
nterference from local or functional management
R
ole ambiguity
within the project team
P
ersonality clashes
or different styles of working
U
nclear Objectives
for the project
Framework for predicting the potential for disputes involves
Risk Management
U
nforeseen events
have the
potential to create conflict
Dispute Management
D
ispute procedures
should be matched with
minimum impact in costs
, progress and goodwill
Techniques used for Dispute Management
Mediation
Partnering
Negotiation
Parties discuss the problem
Compromise