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)
Tabla de Contenidos:
  • 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.
  • 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.
  • 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.
  • 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.
  • 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.

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