Project Managers Influence

Ultimate Guide on what is Project Managers Influence

Communicate with stakeholders

The ability to communicate with stakeholders, including the team and sponsors applies across multiple aspects of the project including, but not limited to, the following:

• Developing finely tuned skills using multiple methods (e.g., verbal, written, and nonverbal);
• Creating, maintaining, and adhering to communications plans and schedules;
• Communicating predictably and consistently;
• Seeking to understand the project stakeholders’ communication needs (communication may be the only deliverable that some stakeholders received until the project's end product or service is completed);
• Making communications concise, clear, complete, simple, relevant, and tailored;
• Including important positive and negative news;
• Incorporating feedback channels; and
• Relationship skills involving the development of extensive networks of people throughout the project manager's spheres of influence. These networks include formal networks such as organizational reporting structures. However, the informal networks that project managers develop, maintain, and nurture are more important. Informal networks include the use of established relationships with individuals such as subject matter experts and influential leaders. Use of these formal and informal networks allows the project manager to engage multiple people in solving problems and navigating the bureaucracies encountered in a project.

What influence does a project manager have on an organization?

The project manager proactively interacts with other project managers. Other independent projects or projects that are part of the same program may impact a project due to but not limited to the following:

• Demands on the same resources,
• Priorities of funding,
• Receipt or distribution of deliverables, and
• Alignment of project goals and objectives with those of the organization.

Interacting with other project managers helps to create a positive influence for fulfilling the various needs of the project. These needs may be in the form of human, technical, or financial resources and deliverables required by the team for project completion. The project manager seeks ways to develop relationships that assist the team in achieving the goals and objectives of the project.

In addition, the project manager maintains a strong advocacy role within the organization. The project manager proactively interacts with managers within the organization during the course of the project. The project manager also works with the project sponsor to address internal political and strategic issues that may impact the team or the viability or quality of the project.

The project manager may work toward increasing the project management competency and capability within the organization as a whole and is involved in both tacit and explicit knowledge transfer or integration initiatives. The project manager also works to:

• Demonstrate the value of project management,
• Increase acceptance of project management in the organization, and
• Advance the efficacy of the PMO when one exists in the organization.

Depending on the organizational structure, a project manager may report to a functional manager. In other cases, a project manager may be one of several project managers who report to a PMO or a portfolio or program manager who is ultimately responsible for one or more organization-wide projects. The project manager works closely with all relevant managers to achieve the project objectives and to ensure the project management plan aligns with the portfolio or program plan. The project manager also works closely and in collaboration with other roles, such as organizational managers, subject matter experts, and those involved with business analysis. In some situations, the project manager may be an external consultant placed in a temporary management role.