Dealing with wanna-be stakeholders

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Wanna-be stakeholders are secondary or out of scope stakeholders who are trying to push their way into your project to get their concerns addressed. They can generate scope creep, drag out decision making and stall your project.

Here’s how to deal with wanna-be stakeholders.

  • Define out of scope items by business area. That way you can uninvite wanna-be stakeholders from your meetings. This allows you to focus on items the project is intended to serve, making it easier to manage. You can take requests from the wanna-be stakeholders for a future phase of the project.
  • Designate business area representatives. Stakeholders within a business area may propose different requirements. This can create conflict and confusion within your project. Designated representatives from each business area are responsible for aligning requirements before conflicts reach your project team.
  • Define observer only meeting attendees. Excluding interested stakeholders from meetings can violate transparency norms. With observer only attendees (people who can listen, but not comment or ask questions), you can keep project discussions focused, efficient and transparent.
  • Distribute project newsletters. Frequent status updates to your broader stakeholder set is often all that’s needed to satisfy wanna-be stakeholders. While you may get questions to answer, that takes less time than defending your project from challenges presented due to a lack of information.

#projectpointers #projectmanagement

For more on managing stakeholders, watch the Analyze Stakeholders movie in my Project Management Foundations course.

Do you build a WBS Top down or bottom up? The answer is YES!

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Some people think from the top down and consider the high-level deliverables or activities required to accomplish project objectives. Others take a bottom-up approach, focusing on details that must be completed. When building a work breakdown structure (WBS), use these differences to your advantage.

Here’s how to leverage top down and bottom up thinking when building a WBS:

  1. Sketch a high-level set of activities or deliverables. A WBS is built by grouping similar activities or deliverables. The key is to be consistent and not mix the two constructs. Use your best top-down thinkers to create a high-level grouping for your project. Give your team time to consider major items that fall into each group. These major items can be broken down further as appropriate.
  2. Review and align with your team. Develop a common understanding of the work that the WBS represents and ensure there is no duplication of the major items captured in this initial version of the WBS. (Senior team members confer to determine whether there is duplication.) Determine how much detail is required to complete the WBS and determine the best individuals to add the necessary detail.
  3. Draft the detailed tasks for each major item. Now is the time for your bottom-up thinkers to shine! Bring your team together and brainstorm the tasks that must be completed to deliver your project. Allocate those tasks to the appropriate major items. Identify and resolve activity overlaps or duplications that may surface. Note: Your team doesn’t have to worry about sequencing your tasks at this point. Sequencing will be done later during schedule development.
  4. Finalize the WBS. Gather your team and review the final, detailed draft of the WBS. Talk with your top-down thinkers to ensure the overall approach is sound. Your bottom-up thinkers should be confident all the details are covered. If everyone is happy, you’re done!

Note: For more complicated projects or if significant questions arise, you can repeat steps 2 and 3.

For more about project management, check out my LinkedIn Learning Project Management Foundations course.