| Tues 03 Oct 2006 |
Stakeholder Management and Leadership
Using stakeholder identification and analysis techniques, as well as crafting and executing a good
communications plan are all good and necessary steps. Why is it, then, that those programme and project
managers who diligently do such things still fail to win over important stakeholders? An increasing
weight of evidence suggests that these interventions alone don't work. If these conventional steps
are necessary, then they are not sufficient. Something is missing.
Patrick Mayfield, founding director of Pearce Mayfield, asks whether at least part of the answer is to do with
the language we use and our view of business change that underpins it. What project manager can reasonably be
expected to manage any stakeholder outside their own line management and outside the project team? The
term ‘stakeholder management’ means we bring an engineering mindset into the arena of human relationships.
At best this approach will only take us so far. We need a complimentary approach.
Referencing recent conclusions in the field of neuropschology and drawing upon classic change management approaches,
Patrick will explain why so many projects get such disappointing buy-in, and why others appear to succeed -
almost despite the textbooks.
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Patrick Mayfield
Pearce Mayfield
Patrick Mayfield is a founding director and consultant of Pearce Mayfield, a training services, consultancy
and interim management company, which specialises in programme and project management and related fields.
Ten years ago, Patrick was part of the management team that helped launch PRINCE2™. Out of helping shape this leading
project method he has written and spoken frequently on the problems and potentials of methodologies.
After working with APM Group as Lead Moderator on the PRINCE2 Exam Board throughout the late 90's he then focused on
building a different kind of training and consultancy business. Pearce Mayfield now operates in eight countries and has
a reputation for delivering outstanding, inspirational training in PRINCE2, MSP, change management and related fields.
As well as public speaking, Patrick authors a blog called, 'Lessons of a Learning Leader', which enjoys a growing
readership. More recently TSO, the publisher for OGC's Best Practice Methods, invited Patrick to help author
the refreshed 3rd Edition of its increasingly-influential "Managing Successful Programmes".
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| Tues 10 Oct 2006 |
Stakeholder Management – A Supplier View
This session provides a senior client director supplier view of stakeholder
management and leadership.
Fujitsu Services is the European services arm of Fujitsu the Japanese IT company. It has a significant presence in UK
Central Government and has been associated with many successful (and some less successful) projects with Government clients.
This session will provide insight into the challenges of working with Government and the differences that multi-level relationship
and stakeholder management can give to successful delivery of change.
It will also highlight recent initiatives that seek to improve the success of the Government/Industry programmes
in delivering the benefits anticipated by their stakeholders and the importance of soft skills in keeping multiple interested
parties positive to the desired outcomes.
The session will also cover:
- Does having a Japanese parent help?
- Stakeholder management from the supplier's perspective
- Realism as the basis for success
- People, relationships and communication
- Frameworks and tools
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Chris Moorhead
Fujitsu
Chris Moorhead is an Account Director for Fujitsu Services and
has had experience of managing major engagements with the Home Office and
the Department for Work and Pensions (DWP) in recent years. Chris has acted
as the Senior Responsible Industry Executive (SRIE) and sat on a number of
Programme Boards associated with IT enabled change programmes, representing
the supplier's interests.
Chris has a first class honours degree in Civil Engineering from Glasgow University and an MBA from the Open University.
His early career was spent with Andersen Consulting working with clients that included BAE Systems, Colgate Palmolive and United Utilities.
He then moved to help establish Amdahl's entry into the services business, moving across to help set up a joint venture with
British Gas providing application management services to the parent and other utilities. While undertaking these roles
Chris established the organisation’s Bid and Project Management practices and standards.
Chris then moved into business management roles with BNFL's IT subsidiary, CSC and joined Fujitsu in 2002.
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| Tues 17 Oct 2006 |
Stakeholder Management - A Sponsor's View
This session provides a senior client manager/director view as a "stakeholder".
IT projects in government have a chequered and well publicised history. Kevin Sadler has led business
change programmes and projects with significant IT components in both DCA and DWP. He will discuss what makes
for success and what can lead to failure, focussing on the needs of senior sponsors and programme and project customers.
The session will cover:
- selling the programme/project;
- setting up and managing to succeed;
- common causes of failure and how to prevent them;
- successful stakeholder management;
- supplier management;
- benefits realisation.
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Kevin Sadler
Dept for Constitutional Affairs
Kevin Sadler is a senior civil servant. He spent his early career in operational and policy posts in the Department
of Social Security together with a spell in Cabinet Office. After leading the project to set up the Pensions Service
in the Department for Work and Pensions in 2002, he moved to the Department for Constitutional Affairs to create
Her Majesty’s Courts Service. This programme, the biggest ever for DCA and one of the biggest in government -
merging 43 organisations into a single national agency - delivered in 2005. In 2006 he created the new
Tribunals Service and restructured the centre of DCA. As DCA change director he is now overseeing change right across the DCA.
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| Tues 24 Oct 2006 |
The Performance Prism and Stakeholder Management
Performance measurement and management have been on the management agenda for some time. Surveys suggest that the majority of
companies are investing in new or revised performance management systems. The Balanced Scorecard has become pervasive in this
space, however there have been calls for more explicit focus on a broader set of stakeholders than customer and shareholders,
and application at different organisational levels and units of analysis.
Based on over 10 years of experience researching and working with organisations Mike will discuss how to measure and
manage performance taking a stakeholder perspective. Building on work around Scorecards and the Performance Prism,
Mike will discuss how to design and use effective performance management systems integrating stakeholder interests
and the contribution of stakeholders. This will include:
- Why we need to measure and manage performance
- The latest thinking in performance measurement and management and Balanced Scorecards
- Key components for successful scorecard introduction and the impact this has on performance management
- Examples of successful balanced scorecard introduction. Why were they successful and the impact of their introduction?
- Designing and aligning Performance Management Systems at different organisational levels, including for projects
- Integrating Performance Measurement into Performance Management and decision making
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Mike Kennerley
Cranfield University
Dr Mike Kennerley is a Research Fellow in the Centre for Business Performance at Cranfield School of Management.
He has been working in the field of performance measurement and management for over ten years, holding positions at the
University of Cambridge and UMIST prior to joining Cranfield. His research and consulting work focuses Organisational
Performance Management, including the design of Performance Measurement Systems and their use in supporting decision
making, performance improvement and strategic control. His work has been undertaken with a wide range of Public
and Private Sector organisations, from SMEs to large multinational corporations including British Airways,
BAe Systems, BT, EDF Energy, DHL and Accenture. Regular contributions are made to practitioner and academic
publications, conferences and seminars. Mike is also co-author of "The Performance Prism: The Scorecard for
Measuring and Managing Business Success" published by Financial Times Prentice Hall in May 2002.
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