SOCIAL NETWORK BUILDING
MAPPING DEPENDENCIES First step to building a social network is to identify those on whom the project depends on success. The project manager and his or her key assistants need to ask the following questions, Whose cooperation will we need? Whose agreement or approval will we need? Whose opposition would keep us from accomplishing the project? It is always better to overestimate rather than under estimate dependencies on too often, otherwise talented and successful project managers have been de-railed because they were blindsided by some who’s position or power that they had not anticipated. After identifying who you are dependent on, you are ready to “step into their shoes”, and see their project from their perspectives. To help you do that asks yourself the following questions What differences exist between me and the people on whom I depend? (Goals, Values, Pressures, Risks) How these different people do knew the project? (supporters in different antagonists) What is the current status of the people I depend on? What sources of influence do I have relative to whose on whom I depend? Once, you begin this analysis, you can begin to appreciate what others value and what currencies you are able to offer on the basis on which to build a mutually satisfying relationship. Likewise, you begin to realise where potential problems lie, relationships in which you have a current debit or n o convertible currency, furthermore, diagnosing others point of view as well as the basis for their positions will help you anticipate the reactions and feelings about your decisions and actions. This information is vital for selecting the appropriate influence strategy and tactics and conducting win-win negotiations. MANAGEMENT BY WANDERING AROUND Once you have established who the keep players are that will determine success then you initiate contact and begin to build a relationship with those players. Building this relationship requires a management style referred as Management by wandering around to reflect that managers spend the majority of the time outside their offices. MBWA is somewhat of a misnomer in that there is a purpose or pattern behind the wandering. Through face to face interactions project managers are able to stay in touch with what is really going on in the project and build cooperative relationship essential to project success. Effective project managers initiate contact with key payers to keep abreast of developments, anticipate potential problems, provide encouragement and re-enforce the objectives and vision of the project. They are able to intervene to resolve conflicts and prevent stalemates from occurring. In essence, they “manage” the project. By staying in touch with the various aspects of the project, they become the focal point for information on the project. Participant turn to them, to obtain the most current and comprehensive information about the project, which re-enforces as central role as, project manager.
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