A global electronics manufacturer needs to streamline their project governance. Part of this effort requires Developing Stakeholder Management Skills in their project managers.
The client is a global electronics manufacturer with over 1500 employees locally and more than 200,000 globally.
The client’s PMO (Project Management Office) is responsible for providing support to the company’s project managers. This includes tools, expertise and learning and development opportunities. The PMO received some complaints from various sources that the status reporting of ongoing projects was not meeting the needs of the various stakeholders. The complaints included:
Our solution included a training program, combined with a case study and realistic simulations, management support and continuous feedback after training to ensure long-term behavioral change. The whole program was designed using internal processes and organizational assets and tools so that taking the new ways of working back to the job was easy and natural.
After looking closely at the situation, it became clear that some of the problems were being caused by the performance evaluation metrics in use. In other words the desired behaviors were actually punished and the undesired behaviors incentivized. So the first action was to remove the conflicting KPIs from the annual performance evaluation process.
Updated tools were designed with built in cues to support behavioral change.
Coaching & Feedback
Since management participated in the program design, they were able to easily track progress and provide continuous feedback to support and reinforce the newly changed behaviors.
We often find that legacy performance management metrics reward undesirable behaviors. And the best first step in changing behavior is to examine what systems are creating and sustaining the behavior we would like to change.
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