PROJECT

MANAGEMENT
La Ode M. Nurrakhmad A
Managing the
Project
Interfaces
 A Project
Manager
Interfaces

What Are “Project

Interfaces”?
Who They Are (by
Name) Their Priorities
The Nature of Their The Rules of
Stake Engagement
What They Expect Whether They Are
from You Friend or Foe
What You Expect
from Them

What Do You Need to Know

About Stakeholders?
Any one of a number of characteristics can
make someone a stakeholder in your
project. There may be many more
stakeholders than you might think.
You need to actively manage stakeholder
relationships.
Learn as much as you can about every
stakeholder. This will help you manage
your relationship with them more
effectively
Project sponsors can be
extremely helpful. Go out and
find one if one doesn’t come to
you.
Beware of external suppliers,
subcontractors, and consult-
ants; typically, they don’t
assume a particularly strong
sense of stake in the outcome of
your project.
Non-people interfaces—such as
policies, procedures, orga-
nizational culture, and politics—
are key interfaces, just as
important and influential as the
people interfaces.
Project
Communication
and Documentation
 Portion Of A
Project
Management
Configuration Plan

The Project Management Configuration

Plan: A Documentation and
Communication “Road Map”
Communication sometimes requires considerable fore-
thought. When you need to make an important
connection with someone, consider the best approach
and the best communication medium for the situation.
Don’t overlook the value and efficiency of group
meetings. And don’t underestimate the value of getting
a reputation as someone who runs an efficient
meeting.
Key Project
Documentation
Key Project
Documentation
Bringing Your Project
to a Successful
Conclusion
A Few More Words About
the Punch List Approach
❏ Early termination of a project—as long as it’s done for
the right business reasons—should be viewed as a
success, not a failure.
❏ Several unique issues and challenges are likely to
surface at the end of projects. Some you can
anticipate and plan for—many you cannot.
❏ Treat the last few activities that have to get done as
a sep-arate, small project. Plan and schedule them,
then aggres- sively drive them to completion.
Failure to complete the project in a timely fashion
can significantly impact the cus- tomer’s perception
of satisfaction and success.
❏ Transfer everything you’ve learned to others within
your organization who may benefit from your
experiences—good or bad.
❏ Good Luck in your future project management
endeavors!