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attempt to influence this person in your place. Perhaps one of the supporters you identified earlier? Consider whether
you have access to any materials, information, meetings, industry peers, etc. that might make the person more
sympathetic to your project. If your stakeholder is a department or group, try to identify a friend or contact in that
group who might serve as an informal link.
Implementation considerations: Identify the steps you ll take, when you ll take them, and whether anything else
has to happen first. Determine what method of communications (face-to-face, phone, e-mail) you could and should
use (see Chapters 12 through 15 for more on communicating).
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Key Principles
The more broadly you think about what constitutes your universe of stakeholders, the better your plan will be.
Thinking broadly allows you to minimize the chance of being blindsided by resistance from a missed stakeholder.
Perception is what counts; stakeholders may perceive that they will be negatively affected by a project even when
that is not the case. And when considering what may be important to people, put yourself in their position and do not
trivialize their concerns. (It s often said that we think people are overreacting whenever they react more than we
would!)
You do not always have to influence people directly. The decision between a direct or indirect approach will depend
on such elements as your position in the organization, the timing, your history with the person you re trying to
influence, and other alternatives you may have.
If it seems too daunting to do this for all your key stakeholders, start with one person and see what happens.
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Reality Check
It s not always easy to identify all of the stakeholders for a Six Sigma project. We once worked with a project team
that identified the consolidation of all monthly reporting into a single report as an improvement. The team quickly
identified the more obvious stakeholders: MIS, the administrative assistants who provided the raw data, the recipients
of the report. However, as the team worked through the Checklist: Potential Project Stakeholders, they began
to see some real issues. The administrative assistants may have delivered the raw data, but they didn t originate it.
Likewise, the recipients of the various reports weren t necessarily the people who used them. It took considerable
effort to find out who actually generated and used the data.
The team also found that each of the departments had its own format for reports. The team members initially assumed
that the reason for this was just pride of authorship. But in the course of using the Worksheet: Project Stakeholder
Analysis, they came to recognize that the department heads with budget authority had a very clear interest in getting
credit for revenue and/or not being charged with expenses. It was this interest that drove the departments to
customize reports into forms that would help them do this in a quick and easy way. Had they not recognized this
concern, the team would have been focused on ways of getting the department heads to give up their pride of
authorship. Instead, they identified on their Worksheet: Project Stakeholder Planning the need to ensure that
these stakeholders were still able to monitor revenue and expenses.
Early on, the team had identified the CFO, the team sponsor, as a strong supporter of the project. However, as the
project progressed, it became apparent that there were serious problems with how the numbers were rolled up from
the different reports and that revenue was significantly overstated. The CFO might be embarrassed or worse by the
team s discovery, so they needed to reevaluate the strength of support they could expect from the CFO. Had the
team simply forged ahead, it was highly likely that the CFO would not have continued to support them ... and they [ Pobierz całość w formacie PDF ]

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