Influence and Project Management (IPM)® (from Situation Management Systems, Inc.)



IPM is an intensive one-day "Just-In-Time" skill-building program combining the Situational Influence and Driving Project Success Models SMS developed specifically for project leaders, participants and teams. It identifies key tasks driving success at each stage of a project's life and links them to specific influence strategies and behaviors. Using "hands-on", reality based practice and feedback, it prepares project leaders and participants to communicate with and influence one-another with maximum effectiveness.

The Influence Styles


The core of the Situational Influence Model highlights that we can not rely on one predominant influence style or "energy". We instead apply specific styles specifically suited to each project situation and stage faced.


The influencer asserts his/her position or seeks to persuade key project resources, team members or stakeholders. The underlying energy is "push" of one's ideas or will to the other.


The influencer uses empathy or other involving, cooperative, value-based behaviors to attract and build bridges to key project resources, team members or stakeholders. The underlying energy is "pull", drawing out the other or drawing them to one's views.


The influencer tactically disengages to manage emotions or deal with information needs. When disengaging the influencer is still actively seeking to influence key stakeholders in contrast to avoiding, a negative behavior.

The Influence Styles

Driving Project Success

PROJECT IGNITION: When project leaders inherit or initiate a project, they start by positioning it within organizational priorities, and by identifying key stakeholders whose support is vital to project success.

PROJECT LAUNCH: Project leaders dedicate their early meetings with team members and key stakeholders to building project momentum. A participatory process clearly defines the project in a strategic context, builds commitment to projects success, shapes initial roles, assigns responsibilities, sets project timetables, and fleshes out action plans.

PROJECT SUSTAINABILITY: Project leaders then exercise organizational savvy and apply an array of interpersonal skills to drive their projects through the obstacles their projects will inevitably face, including scope creep, personnel or role changes, budget and time constraints, progress to plan, and alignment of deliverables.

PROJECT CLOSURE: Successful projects unmistakably arrive at their destinations. Project leaders ensure that their teams conduct a thorough post-project analysis, capture key findings, document project outcomes for sponsors and other key stakeholders, celebrate the work, and explicitly transfer ongoing accountability to the end users.

A Typical One-Day Agenda


Program Introduction

Power and Influence

Positional Power and Personal Power


Positive Versus Negative Power and Influence
Phase One: Project Ignition
Phase Two: Project Launch
Phase Three: Project Sustainability
Phase Four: Project Closure
The Situational Influence Model
Phase One: Influence Strategies for Stakeholders
Phase One: Influence Strategies for Project Team Launch
Phase One: Influence Strategies forProject Changes
Phase One: Influence Strategies for Project Closure
The Influence Style Inventory (ISI): Self-Rating (ISQ Option)
Persuading Practice
Asserting Practice
Bridging Practice
Attracting Practice
Moving Away Energy
The Five-Step Planning Process
Step One: Set Your Influence Objectives
Step Two: Choose the Best Style for the Objective
Step Three: Construct an Influence Style Action Plan
Step Four: Consult With Others
Step Five: Rehearse


Available in one or two day in-house versions. Tailoring and customizing is available.


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The Positive Power & Influence Program® is Owned and Copyrighted by Situation Management Systems, Inc. Used with permission.