Issue link: https://insights.randstadsourceright.com/i/679407
6 | www.randstadsourceright.com A variety of stakeholders play crucial roles in the success of an RPO or MSP program. Often the focus is on external stakeholders, but the management plan should give equal weight to internal stakeholders comprised of not only internal teams directly involved in the project but also virtual teams spread out across the region. Most of the implementations in the APAC region require working closely with virtual teams in locations such as China, India and Australia. The teams are not within direct reach of a project manager and, therefore, need to be aligned with common goals. The aim is to reduce the gaps observed in objectives, expectations and deliverables. A methodical categorization of stakeholders will help project leaders develop a sound management plan. These include: • Tier 1: Decision makers include sponsors, go/no-go approvers • Tier 2: Contributors such as project team members, SMEs, legal, procurement, finance, HR, etc. • Tier 3: Employees, end users or customers. Acceptance of any project must first occur at each level starting with the top tier. All efforts are made to obtain stakeholders preferences and reach a consensus. A well-defined set of requirements and CCR provides the group with a common focus. By gaining their buy-in, the complexity of involving multiple stakeholders becomes an asset rather than a hindrance. Each stakeholder becomes a contributor rather than a barrier, resulting in a greater likelihood of reaching goals early on. To further ensure an RPO or MSP program fulfills the expectations of all stakeholders, consider these three critical steps: • Communicate effectively. Research and studies indicate that highly effective communicators have significantly higher success rates compared to organizations that are minimally effective in winning consensus among diverse stakeholders communication. Change management requires ongoing dialogue so that individuals understand why certain actions, processes and behaviors are expected of them. Educational efforts, coaching/ mentoring and review/evaluation help everyone understand the impact of change and the associated value-add. • Create a culture of project management with support from the top. An executive sponsor who actively supports the project has the second greatest impact on the success of highly complex projects. Support from the top is evidenced by executive leaders communicating the program goals. This should be the case when interacting cross-functionally with other units or geographies. • Define measurable deliverables. A project achieves its objectives when the outputs/ deliverables are accepted and utilized by stakeholders to create value. We often define deliverables that are hard to measure. One common example is "client satisfaction." Translating this to measurable output will lead to clarity and limit ambiguity. A deliverable should be "SMART" (Specific, Measurable, Achievable, Relevant and Time bound). By developing an effective strategy for mitigating project complexity, organizations can turn an otherwise impediment into agility and improve their project success rates, reduce risk of failure and revenue loss and stay ahead of the competition. A well-defined requirement and CCR effectively provide the group with a common focus.