In researching the historical dynamics of the organization, Joseph Solomon discovered that the project lead did not give the major stakeholder any updates that affected the stakeholder’s organization. As the major stakeholder, all or most of the project facts and deliverables had to be shared, reviewed and discussed. The project leads of most of the projects did not deem it necessary to share the information or gather the stakeholder’s viewpoint due to the perception of the project leads that the stakeholder did not have any key role since the decision making was that of the collective organization.

In order to be successful in this engagement, Joseph Solomon utilized three major components. Based on the history and need of the non-profit organization, it was imperative that these components were utilized because it formed the basis of delivering a successful project.

– Project Planning: 98%
– Data Analysis using Statistics: 50%
– Communication, Communication, Communication: 100%

Joseph Solomon was provided with a team from within the organization. In order to be successful, the following ground rules were established:

INTERNAL INTERACTION

• Confidentiality: All conversations within the meetings were to remain within the four wall and only the results of the discussion would be shared with non-team members
• Questions: No questions were considered dumb or stupid.
• Express Yourself: Do not feel as if your view is unimportant – you are important, you are a part of this team.
• Respect: Respect everybody within the team, do not talk over, insult or produce any body language that would create a strained working environment.

EXTERNAL INTERACTION

• Communication:
  • A project plan was created and shared with all stakeholders within the organization
  • Periodically, all stakeholders were updated on the findings and present and future strategy. This allowance insured that the stakeholders had an option to improve or remove aspects of the strategy. This improved buy-in and no one was left in the dark about the outcome of the deliverable
  • Listen to everybody’s view even if it seems outrageous. However, redirect the focus to the project.

With the execution of the above interaction with all stakeholders, the project was successful. A budget presentation was delivered to the body and after numerous hours of presenting, questions and answers, the budget was passed. The major stakeholder was elated and remarked, “If all projects were run like this, we will have less time arguing during the project deliverable.”