Learn proven techniques for successfully completing project objectives in a project-based matrix environment, despite limited authority.

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How do you succeed when you have a tough project, tougher customers, a nearly impossible deadline...plus valuable team members who are being given other priorities, others who aren’t delivering as agreed, functional managers who aren’t meeting key resource commitments...everything but the authority to get people to do what needs to be done? This highly interactive course demonstrates effective techniques—including how to influence decisions, gain commitments, hold people accountable, and address performance problems—and provides plenty of practice in using them.

Concepts and skills are reinforced through filmed enactments demonstrating both how and how not to handle difficult situations. Group discussions, role rehearsals, and simulations also give participants hands-on experience in applying new approaches to problems faced every day on the job. The course teaches skills that top-rated problem solvers employ to achieve personal and project or program success. It does not focus on technical project management, financial management, or product management techniques. This course is an elective in the Stanford APM curriculum.

Benefits to the Organization

As a result of Managing Without Authority, the organization benefits from:

• Project and program managers who have the ability to build effective working relationships and thereby reduce the conflict inherent in a project-based matrix environment
• Highly motivated, empowered, and accountable employees and project partners
• Increased synergy among managers, employees, and project teams
• Higher productivity, efficiency, and performance

Learning Objectives

After completing Managing Without Authority, you will be able to:

• Read the politics in your PM environment
• Develop long-term strategies for influencing others
• Address performance problems with people who don’t report to you
• Deal with angry customers, partners, employees, and managers
• Build your credibility

Target Audience

This course will benefit project, program, and portfolio managers, as well as functional managers, senior-level managers, human resource professionals, organizational development professionals, and company executives—everyone who must influence others to perform for success.

Prerequisites. This course has no prerequisites.

Course Topics

Course Introduction

• Course map and expectations
• Definitions of key terms
• Course objectives

Reading the Political Terrain

• Frank Mason case study, A & B
• Understanding business dynamics
• Identifying social dynamics
• Working with individual dynamics

Influence Strategies

• How influence strategies affect credibility
• Liking: definition and applications
• Reciprocity: definition and applications
• Consistency: definition and applications
• Social Proof: definition and applications

Influence Tactics Overview

• Confronting and solving performance problems
• Holding people accountable
• Diagnosing problem causes
• Dealing with people who are upset and angry

Bringing up problems: What can go wrong

• How to communicate problems
• Benefits of planning ahead
• Positive reinforcement

Solving Motivation Problems

• Diagnosing motivation and ability problems
• What motivates people
• Using consequences to motivate in an involving way
• Setting action plans

Solving Ability Problems

• Diagnosing ability problems
• Types of ability problems
• Involving others in participative problem solving
• Dealing with mixed problems

Solving Emergent Problems

• Definition: emergent problems
• Emergent problem process
• Dealing with anger

Putting Strategies and Tactics to Work

• Elizabeth Parker case studies A, B, and C
• Applying business, social, and individual dynamics
• Using influence strategies and tactics
• Building credibility