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Wednesday, September 8, 2010

Using a Power Influence Grid to Select Stakeholders

The purpose of an overview meeting is for the project manager to identify and introduce the primary stakeholders and provide an overview of a project to all stakeholders. A stakeholder is anyone with a vested interest in the project and whose interests are affected by the project. Identifying stakeholders early on is an important part of the project communications process, disagreements between them can lead to conflicting directions and poor resource allocation, therefore their needs and expectations can affect the success of the project, (Shtub, Bard, & Globerson, 2005). Stakeholders include the project manager and the project team, the project sponsor, its internal and external end users, the organization’s functional managers, and the organization’s suppliers.

It is important to identify key stakeholders and any representatives from these groups forming the project management team should be introduced at the overview meeting so that stakeholders can be assured their needs are being met by an appropriate individual. In addition to the project manager and sponsor, key stakeholders for the project would include product development, product manufacturing, product distribution, sales, and marketing. Although external end users are stakeholders, project team members from sales and marketing are expected to communicate with them so they would not be invited to the overview meeting to avoid any future conflicts that might arise from expectations generated at this meeting. Additionally, supplier stakeholders would receive communications from project team members from manufacturing and would not be invited to this overview meeting for similar reasons.

The PMI PMBOK Guide suggests utilizing a Power/Influence Grid as one method of identifying and prioritizing stakeholders, this method is based upon their level of authority and influence over the project’s outcomes, (2008, Figure 10-4). Stakeholders and their corresponding levels of influence and authority, identified only as high or low, have been included on the table below; those stakeholders with a high level of influence are those who enable the project, while those with a high level of power can disable the project if it is underperforming. Any stakeholders with either high influence or power, represented in Quadrants 1 and 4, should be invited to the kick-off meeting. Those stakeholders with both high influence and power, (Quadrant 2), should be introduced to the other stakeholders as the project management team. As projects are dynamic and those stakeholders with low influence and low power can neither enable nor disable the project, inviting them to the kick-off meeting is unnecessary and could potentially lead to impracticable expectations on deliverables.

Power Influence Grid with Stakeholders















A. Project Sponsor (A)

B. Senior Managers (B)

C. Program Managers (C)

D. Software/Hardware Developers (D)

E. Project Management Office including Project Auditors (E)

F. Project Manager and Project Team (F)

G. Functional Managers (G)

H. Operational Managers (H)

I. Internal Customers (I)

J. Business Partners including Lenders (J)

K. External Customers (K)

L. Suppliers (L)

M. Government Regulatory Body (M)

N. Competitors (N)



References:
PMI, (2008). A guide to the project management body of knowledge (PMBOK guide) (4th ed.). Newtown Square, PA: Project Management Institute, Inc.

Shtub, A., Bard, J., & Globerson, S. (2005). Project management: processes, methodologies, and economics (2nd ed.). Upper Saddle River, NJ: Pearson.

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David Hector Thibodeau

1045 Wylie Street SE • Atlanta, GA 30316

• davidhectorthibodeau@gmail.com



Professional Experience:



Georgia College & State University - Milledgeville, GA 31061 2008 - Present

www.gcsu.edu



­Serials/Acquisitions Coordinator

­• Establish policies and procedures for the efficient operation of the Serials and Acquisitions Department, oversees database maintenance and quality, and processing of materials.

­• Supervise full-time faculty, staff, and student positions.

­• Manage electronic serials collection using electronic management software systems.

­• Update bibliographic holdings for serials collection using standard library utilities.

­• Direct all major projects and daily activities involving the management of the serials collection.

­• Oversee participation in National Library of Medicine’s DOCLINE ILL program.

­• Meet with department faculty to review their acquisitions needs and serve as a library liaison with academic departments.

­• Provides assistance and advice to the Dean/University Librarian in the overall administration of the library, including strategic planning and the establishment of overall goals and objectives.

­• Assist library administration in monitoring the budget and expenditures, recommends equipment, supplies, personnel, and other needs. Perform fiscal period close in Voyager integrated library system.

­• Serve as primary liaison to vendors and as the technical contact for electronic databases, including setting up trials, negotiating licensing agreements, managing SLAs, and authoring RFQs and other correspondence.

­• Participate in collection development to support the curriculum by recommending acquisitions and participating in the evaluation of current collections.

­• Develop and prepare statistical and narrative reports.

­• Provide reference services as assigned.



KPMG LLP - Atlanta, GA 10/2003 - 10/2007

http://www.kpmg.com/



­Southeast Area Library Associate

­• Relocated from Miami to Atlanta by KPMG due to assuming additional offices in 2006.

­• Reference, research, and collection management for fifteen Southeast area libraries.

­• Developed on-line training sessions for proprietary accounting research platform.

­• Set up, developed, and administered SharePoint internal collaboration web site.

­• Liaison to National Operations teams on SharePoint development.

­• Redeveloped external acquisitions web site to be high functioning and suitable for firm-wide use.

­• Collaborated with marketing department to improve collateral for delivery to clients and targets.

­• Account contact and administrator for firm-wide on-line subscription.

­• Coordinated development of the Latin American Tax Handbook between the European Tax Centre, the Latin American Tax Center, and the International Bureau of Fiscal Documentation.

­• Led a team to develop an electronic tool to survey library users.

­• Appointed Work Environment Initiative Local Action Committee Representative in South Florida.

­• Promoted from Area Library Coordinator to Area Library Associate and relocated from Boston to Miami in 2003; originally responsible for library collections, acquisitions, vendor relations, and accounts in 13 Northeast area offices.



KPMG LLP - Boston, MA 03/200- - 10/2003

http://www.kpmg.com/



­Northeast Area Library Coordinator

­• Implemented integrated library system software in area libraries.

­• Assisted in creating a collection development database on MS Access to track expenditures.

­• Substantially decreased print purchases through resource sharing and eliminating duplicative materials.

­• Developed electronic process for Partners to select and order professional literature annually that resulted in $60K savings in the Northeast in the first year, (project adopted firm wide).

­• Piloted on-line access to tax literature platform in Northeast Area that resulted in over $25K cost savings in Northeast area and a wider distribution of resources, (project adopted firm wide).

­• Coordinated and developed training programs for Lexis/Nexis, Westlaw, and other information platforms for professionals and support staff, (project adopted firm wide).



Education:



American Intercontinental University

­• 2010 – Present, MBA – Project Management Concentration



­Simmons College--Boston, MA

­• Summer 2000; audited - Knowledge Management

­• Summer 1999; audited- Management of Information Technology

­• 1996-1998 MLIS, Graduate School of Library and Information Science



­Boston College--Newton, MA

­• 1984-1988 BA, College of Arts and Sciences: Double Major: English and Psychology





­Hebrew University--Jerusalem, Israel

­• Summer 1988 & summer 1990, Assistant Archaeological Field Supervisor and associated graduate level classes.



Leadership:



Georgia Leadership Institute – State Personnel Administration

­• 2009 – The Seven Habits of Highly Effective People



­Florida Library Leadership Program -- Tallahassee, FL

­• 2005-2006 - Year-long comprehensive series of learning sessions that focuses on developing an understanding of leadership, within a conceptual framework and practical applications.



Certifications:



Emory University - Center for Lifelong Learning – Atlanta, GA

­• 2008 - Emory University: Management Certification.

­• Courses included: Essentials of Personnel Management, Win-Win Negotiations, Essentials of Supervision, Essentials of Motivation, and Essentials of Coaching for Managers.



­New Horizons--Boston, MA

­• 2002 - Certified Internet Webmaster – Foundation Fundamentals

­• Courses included: Networking, Internet, and Web-Page Authoring Fundamentals.



Professional Memberships:

SLA Georgia Chapter Board Member 2009 - Present

­Tennis Club II Condominium Association President, Fort Lauderdale, FL 2005-2006

­Member: ALA, NASIG, CIP



Skills / Strengths:

• Lexis/Nexis, Westlaw, Factiva, ProQuest, EBSCOhost, & other information databases.

­• Conversational French, some Spanish

­• MS office: Excel, Access, PowerPoint, Word, Outlook, SharePoint, Visio, and Project.