Managing stakeholders as clients : sponsorship, partnership, leadership, and citizenship /

Projects often run adrift despite our best efforts. One of the most commonly overlooked pitfalls is inadequate and ineffective stakeholder management. Gathering decades of research on communications and stakeholder relations, Mario Trentim, PfMP, CBAP, suggests a paradigm shift in the way project ma...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Trentim, Mário Henrique (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: Newtown Square, Pennsylvania : Project Management Institute, [2015]
Edición:Second edition.
Temas:
Project management.
Customer relations.
Gestion de projet.
Customer relations
Project management
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)

MARC

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037 |a CL0500000911  |b Safari Books Online 
050 4 |a HD69.P75 
082 0 4 |a 658.404 
049 |a UAMI 
100 1 |a Trentim, Mário Henrique,  |e author. 
245 1 0 |a Managing stakeholders as clients :  |b sponsorship, partnership, leadership, and citizenship /  |c Mário Henrique Trentim. 
250 |a Second edition. 
264 1 |a Newtown Square, Pennsylvania :  |b Project Management Institute,  |c [2015] 
264 4 |c ©2015 
300 |a 1 online resource (1 volume) :  |b illustrations 
336 |a text  |b txt  |2 rdacontent 
337 |a computer  |b c  |2 rdamedia 
338 |a online resource  |b cr  |2 rdacarrier 
588 0 |a Print version record. 
504 |a Includes bibliographical references. 
505 0 |a Title Page; Copyright Page; Dedication Page; Contents; Acknowledgments; Foreword; Introduction; Chapter 1 -- Foundations; 1.1 -- Beyond Traditional Project Management; 1.2 -- A Word of Caution; 1.3 -- Management is Overrated!; 1.4 -- Hot Topics in Project Management; 1.5 -- Best Practices; 1.6 -- Stakeholders as Clients; Chapter 2 -- Who are They?; 2.1 -- What Kind of Stakeholders can we Have?; 2.2 -- Project Manager; 2.3 -- Sponsor; 2.4 -- Team; 2.5 -- Clients and Users; 2.6 -- Contractors and Suppliers; 2.7 -- Government; 2.8 -- Hidden Stakeholders; 2.9 -- Internal Vs. External Stakeholders. 
505 8 |a Chapter 3 -- Why Worry about Them?3.1 -- Stakeholder Theory; 3.2 -- Needs Vs. Wants; 3.3 -- Requirements Elicitation; 3.4 -- Systems Engineering; 3.5 -- Life Cycle and Scope Definition; 3.6 -- Change Management; 3.7 -- Success in Project Management; Chapter 4 -- The Four Ships; 4.1 -- Sponsorship; 4.2 -- Partnership; 4.3 -- Leadership; 4.4 -- Citizenship; 4.5 -- Fitness for Purpose; Chapter 5 -- Stakeholder Management; 5.1 -- Complexity; 5.2 -- Why do Projects Fail?; 5.3 -- What is Stakeholder Management?; 5.4 -- Lasting Relationships; 5.5 -- Social Networks; Chapter 6 -- Identifying Stakeholders and their Needs. 
505 8 |a 6.1 -- Stakeholder Engagement6.2 -- What does the PMBOK® Guide Say?; 6.3 -- Prince2™; 6.4 -- Tools and Techniques; 6.5 -- Step by Step; 6.6 -- Public Relations; Chapter 7 -- Managing Engagement and Expectations; 7.1 -- Stakeholders' (Mind) Mapping; 7.2 -- Stakeholder Management; 7.3 -- Collecting Requirements; 7.4 -- Defining Scope; Chapter 8 -- Building a Solid Communications Plan; 8.1 -- The Communications Problem; 8.2 -- Communicating Efficiently; 8.3 -- Project Communication Step by Step; Chapter 9 -- Getting Buy-In; 9.1 -- Learning; 9.2 -- Soft Systems Methodology; 9.3 -- Persuading; 9.4 -- Motivating. 
505 8 |a 9.5 -- Complex Selling ApproachChapter 10 -- Keep in Touch!; 10.1 -- Managing Stakeholders Throughout the Project Life Cycle; 10.2 -- Managing Stakeholders During Execution; 10.3 -- Back to Change Management; 10.4 -- Monitoring and Controlling; 10.5 -- Project Management Metrics; 10.6 -- Changing Expectations, Not Specifications; Chapter 11 -- Team Management; 11.1 -- Your Closest Stakeholders; 11.2 -- Human Resource Planning; 11.3 -- Motivational Theories; 11.4 -- Team Building; 11.5 -- Team Management; Chapter 12 -- Managing Stakeholders as Clients-Framework and Examples. 
505 8 |a 12.1 -- Essential Stakeholder Management12.2 -- List all Stakeholders; 12.3 -- Assess and Prioritize; 12.4 -- Establish Available Resources; 12.5 -- Decide how to Involve and Engage; 12.6 -- Consult and Feedback; Chapter 13 -- Conclusions; 13.1 -- The Epic Challenge of Managing Stakeholders; 13.2 -- Over-Communication is Never a Problem; 13.3 -- People-Oriented; 13.4 -- Knowledge Management; 13.5 -- Managing for Stakeholders; Bibliography. 
520 |a Projects often run adrift despite our best efforts. One of the most commonly overlooked pitfalls is inadequate and ineffective stakeholder management. Gathering decades of research on communications and stakeholder relations, Mario Trentim, PfMP, CBAP, suggests a paradigm shift in the way project managers view their stakeholders. Using the four "ships" (sponsorship, partnership, leadership, and citizenship), the author charts a successful path for identifying and communicating with stakeholders that will positively impact the way you view stakeholders and how they influence your project. Managing stakeholders as clients is a new approach, moving away from traditional stakeholder management where the focus is managing expectations, to a proactive engagement and involvement of stakeholders. In this newly revised edition, Trentim goes beyond theory to offer real tools and valuable resources focused on presenting what works when it comes to stakeholder management. 
590 |a O'Reilly  |b O'Reilly Online Learning: Academic/Public Library Edition 
650 0 |a Project management. 
650 0 |a Customer relations. 
650 6 |a Gestion de projet. 
650 7 |a Customer relations  |2 fast 
650 7 |a Project management  |2 fast 
776 0 8 |i Print version:  |a Trentim, Mário Henrique.  |t Managing stakeholders as clients.  |b Second edition.  |d Newtown Square, Pa. : Project Management Institute, Inc., [2015]  |z 9781628250817  |w (DLC) 2015020765  |w (OCoLC)910802554 
856 4 0 |u https://learning.oreilly.com/library/view/~/9781628250985/?ar  |z Texto completo (Requiere registro previo con correo institucional) 
994 |a 92  |b IZTAP 

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