Change The Organisation - Stakeholder Analysis - BEYOND Agile, PRINCE2 and PMBoK-Guide Project Management

CtO: Identifying and Assessing Stakeholders In Preparation For Great Communications

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Success in endeavours to Change the Organisation (CtO) proceed based on the effectiveness of their communications.

Before we can be effective it is useful (necessary!) to consider "who are the stakeholders?, Who has power?" It is a very standard part of all the management text books I know - Many are wooden, lack insight and they convey little of value - in part because they all draw a simple grid that maps a quarter of what's interesting and DON'T suggest what to do with it

So In this course the take is a little different - I'll show you how to evaluate across 8 different areas from "Ask for Help here" to "Remove from th eteam (if you can)" . This is about "how analysis feeds into communications planning and conduct" AND what th eright placement of th eproject manager is in th ecomms flow (It is not 'in the middle' because that makes us a bottleneck! - at best and a micro-managing one at worst!!)

This short course will explain a broader, deeper and more practical start to communications planning than you'll have gained (or will gain) from certification training in Agile, PRINCE or PMBoK-Guide.


Your Instructor


Simon Harris, CGEIT, PMP, PRINCE2-Agile, IPMA-D
Simon Harris, CGEIT, PMP, PRINCE2-Agile, IPMA-D

Hi everyone

I've been involved in projects for 30 years and have taken many roles in project, programs and 'pmos'.

"Simon is a PMP (Project Management Professional) certified by the Project Management Institute and also holds ISACA’s CGEIT (The Information Systems Audit and Control Association’s Certified in the Governance of Enterprise IT) qualification, the IPMA's (International Project Management Association's) IPMA-D qualification, PRINCE2 Agile® practitioner and is an ex-PRINCE2® examiner (when the qualification was essay rather than the current multiple-choice basis) and previously held registration as a Management of Risk practitioner. Simon has worked in projects since the start of the 1980s; the last 25+ years as contractor or consultant. Client's projects have ranged from the small to the massive in sectors ranging from construction, defence, government, oil and gas, utilities, banking and not-for-profit.

...Read More...(NewWindow) :-) "


Frequently Asked Questions


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An important part of passing exam credential courses, particularly eLearning ones is that you make the personal commitment. We ask you to only buy when you've made your decision. Then know we and you are both fully focused on your success from then on.

We do not offer money back options because when you sign-up with "well I can always change my mind" as your justification there is a weakening to the resolve that is necessary for success - That is not in your best interest if you are to swiftly progress and pass exams.

Other provider's "Money back" guarantees are a way of appearing to reducing 'purchasing risk' by seemingg to to transfer the impact from you to them BUT...

They are common because they use the psychology of regret that recognises you can't get your time back AND asking for a refund implies telling your self "I made a bad choice".

Both reinforce a "I would not have chosen if i knew then what i know now BUT I'll keep going because now it will be a hassle to start again." The likely outcome is your involvement drags on you, progress is slow and may halt entirely.

So please enjoy the free-access materials and confirm we are a good fit and then make your commitment.

Ultimately if you've a genuine reason that is not simply trying to game-the-system then talk to us - we are people too, and we try to be reasonable.

Simon
[email protected]

P.S. maybe you'd like to do our risk management masterclass companion to our Fast-Track risk course. (Both are included in our £5 bundle subscription.) I'm confident no-one else's project risk management has the content ours does. Others pretend risk is impact times probability of a single event single outcome chain. Niave in the extreme but common in text books.

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