This document outlines the importance of relationship management for projects. It discusses the key relationships a project manager needs to cultivate, including with the sponsor, steering committee, subject matter experts, end-users, functional management, organizational project management, and vendors. For each relationship, it identifies concerns from their perspective and tips for managing the relationship successfully, such as understanding expectations, keeping stakeholders informed and involved, and establishing clear guidelines. Overall, it emphasizes the importance of empathizing with others, effective communication, and treating others as you wish to be treated.

1. Ruffin Veal & Associates, Inc.
presents….
Project Relationship
Management

2. Agenda
• Introduction
• Sponsor
• Steering Committee
• Subject Matter Experts
• End-Users
• Functional Area Management
• Organizational Project Management
• Vendors
• Project Relationship Rapport
• Project Relationship Dos and Don’ts
• Summary
• Questions

3. Introduction
What is a Relationship?
•The state of being related by kindred, affinity
or other alliance
or
•A state of affairs existing between those
having relations or dealings

4. Introduction
What is Project Relationship Management?
• PRM is the active development,
cultivation and maintenance of
project-associated relationships.

5. Introduction
The 7 Primary aspects of PRM include:
The Project Manager and…
 Sponsor
 Steering Committee
 Subject Matter Experts
 End-Users (customers)
 Functional Area Management
 Organizational Project Management
 Vendors

6. The Sponsor
“He/She who has the gold ……..”

7. He/She who has the gold…..
• Controls the project’s financial resources
• Has final say as to project’s fate
• Be clear about his/her expectations
• Keep him/her well informed
• Be first to inform him/her of negative
project impacts
• You should never assume “all is well” with
this relationship

8. The Steering Committee
“E Pluribus Unum”

9. E Pluribus Unum
• Primary and secondary stakeholders
• Be aware of conflicting priorities, desires
and needs
• Be aware of biased opinions and support
• Hear and see (non-verbally) what is being
communicated while taking bias into
account
• Remain focused on overall project
objectives

10. Subject Matter Experts
“Is this really my job?”

11. Is this really my job?
• Your project may be perceived as
secondary concern and an intrusion on
their “real” job
• Functional area management gives their
reviews and has their primary focus
• Actively seek their expertise
• Ask yourself “What’s in it for them?”
• Present the project as an opportunity

12. The End-User
“Get them in your corner!”

13. Get them in your corner!
• Beneficiaries of the project deliverables
• May or may not include functional area
SMEs
• Be aware of apprehension concerning
changes to their work environment
• Be sure to hear/address their concerns
and keep them involved in the process
• Their willingness to embrace your project
can determine success or failure

14. Functional Area Management
“Let’s make a deal”

15. Let’s make a deal
• SMEs and end-users report here
• Multiple functional areas may be involved
in project; multiple FA managers
• Source of human resources for the project
• FAM has priority on their resources unless
those resources are “dedicated” to you
• Negotiate and agree on the distribution
and allocation of HR throughout project

16. Organizational Project Management
“Managing your manager”

17. Managing your manager
• Adhere to your organization’s Project
Management culture
• Make sure performance review expectations
are clearly defined for each project
• Establish a comfortable working relationship
• Encourage the exchange of insights,
opinions, feedback and information
• Open/honest communication is essential

18. Project Vendors
“You’re the boss”

19. You’re the boss
• You now have “responsibility with authority”
• Don’t be in awe of industry heavyweights
• Remember, vendors are sales people
• Clearly define/monitor vendor
accountabilities and expectations for your
project/organization and ensure that they
are met
• Establish well defined guidelines and
metrics for vendor compliance

20. Project Relationship Rapport
• Based on Relationship Counterpart (RC)
concerns
• What concerns does each team member
have as a result of your project?
• RC accountabilities + Your project = RC
concerns

21. Project Relationship Rapport
• The Sponsor and Steering Committee
– Concerns are at a strategic level
– Fiscal and Budgetary
– Long term Departmental & Organizational Plan

22. Project Relationship Rapport
• Subject Matter Experts and End-Users
– Concerns are at a job description level
– New/modified job related tasks and activities
– Effect of project on their daily routine
– New skills anxiety

23. Project Relationship Rapport
• Functional Area Management
– Concerns are human resource oriented
– Availability of area personnel
– Schedule impact on other accountabilities
– Ability to provide normal area services

24. Project Relationship Rapport
• Organizational Project Management
– Concerns are image & service oriented
– PM organization is perceived as providing
valuable service
– PMs as organizational representatives
– Organization justifies its existence

25. Project Relationship Rapport
• Vendors
– Concerns are image & service oriented
– How vendor organization is perceived
– Sales and technical staff as vendor
organization representatives
– Want to be partners in your project’s success

26. Project Relationship
Dos and Don’ts
Do…….
• Adopt a servant
management style
• Maintain a knowledgeable
yet humble demeanor
• Be professional
• Be approachable
• Listen more than talk
• Client “yes”, Ego “no”
• Develop a mutually
comfortable rapport
Don’t….…
• Politics
• Sensitive social issues
• Religious ideologies
• Traditional holiday
socializing/greetings
• Personal relationships
• Personal opinions
• Gossip
• Social and professional
cliques

27. Summary
• Empathize with your relationship counterpart
• Be aware of conflicting priorities and goals
among project participants
• Don’t ignore position related needs,
sensitivities and concerns
• Avoid sensitive commentary and subjects
• Develop non-verbal communication skills
• Develop a PM organizational culture that
values project relationships

28. And above all
Follow the GOLDEN RULE:
Do unto others…

29. Questions