ABSTRACT

Every organization has one-a “hidden” organization chart. This is not an actual chart of hierarchical lines and boxes, but a network of the people who are the true drivers (or roadblocks) of progress. It is simple to identify the stakeholders as identified on a chart; in fact, most of your key stakeholders are identified in this way. It is important to keep those stakeholders engaged, but it is perhaps even more important to identify those stakeholders who are less obvious. With a little digging you may uncover key influencers who may make or break your program. Tapping into this extended network of people is another area that elevates program manager performance. You should make the effort to find people who have broad experience and who can help “connect the dots.” Glean as much information as possible from them, and learn what other interested parties there may be outside of your program sponsor and direct program team. These people must not be ignored and, in fact, should be incorporated into the program team at least in an informal manner. It can definitely happen that those initially identified as key stakeholders do not have the most influence on the program, and that there are other agendas and interested parties who can and do influence program success.