HKSM

Networking is the purposeful building and use of professional relationships to exchange information, gain support, and remove obstacles that affect project outcomes. It includes analyzing who influences whom, where expertise resides, and which channels enable fast, reliable collaboration.

Key Points

• Networking is a deliberate, ethical way to access information, influence, and resources through people and communities.
• It is an ongoing activity throughout the project life cycle, not a one-time task.
• Analysis focuses on influence, expertise, and information flow, not just formal authority or titles.
• Tools include stakeholder maps, influence-interest grids, social network diagrams, communities of practice, and RACI insights.
• Outcomes often feed the stakeholder engagement plan, communication plan, risk responses, and decision logs.
• Effective networking is reciprocal, culturally aware, and aligned with organizational policies.

Purpose of Analysis

To identify the most effective relationships, channels, and timing to gain insights, secure support, resolve issues, and accelerate decisions. Networking analysis helps the project manager understand informal influence lines and tap into expertise that formal structures may not reveal.

Method Steps

• Clarify the need: define the decision, risk, constraint, or information gap to address.
• Map the network: list stakeholders, influencers, connectors, gatekeepers, and relevant communities or vendors.
• Prioritize contacts: rank by influence, access to information, responsiveness, and relationship strength.
• Plan the approach: craft value propositions, select channels, and prepare concise asks and expected outcomes.
• Engage: reach out via the chosen channels, request insights or support, and confirm shared understanding.
• Capture and validate: document key takeaways, triangulate critical information, and confirm credibility.
• Follow up and update: close loops, express appreciation, and update plans, logs, and registers.

Inputs Needed

• Stakeholder register and engagement assessments.
• Organizational charts, communities of practice, and expert directories.
• Communication plan and RACI or similar responsibility insights.
• Risk, issue, and decision logs to target the networking objective.
• Organizational policies, culture norms, and ethics guidelines.
• Lessons learned and historical contacts from prior projects.

Outputs Produced

• Updated stakeholder engagement strategies and contact plans.
• Refined communication channels and cadence for key stakeholders.
• New or updated risks, issues, assumptions, and opportunities.
• Decision log entries and agreed action items with owners and dates.
• Stakeholder relationship maps or social network diagrams.
• Documented escalation and influence pathways for future use.

Interpretation Tips

• Distinguish formal authority from actual influence and access to information.
• Validate critical inputs by consulting two or more independent sources.
• Use reciprocity: offer value, share insights, and recognize contributions.
• Select channels that match urgency, sensitivity, and stakeholder preferences.
• Avoid overreliance on a single connector; diversify contact points.
• Respect confidentiality and compliance requirements at all times.

Example

A project faces a regulatory uncertainty that could delay testing. The project manager analyzes the stakeholder network, identifying a compliance lead with strong ties to the regulator and a community of practice with recent case insights. After targeted outreach, the manager obtains clarifications and a tested checklist, enabling the team to adjust the plan, mitigate the risk, and keep the schedule on track.

Pitfalls

• Treating networking as informal favoritism rather than structured, ethical engagement.
• Ignoring remote, vendor, or cross-functional stakeholders who hold critical knowledge.
• Broadcasting vague requests to large groups instead of targeted asks.
• Failing to document outcomes, leading to lost knowledge and repeated outreach.
• Bypassing governance or confidentiality rules while seeking quick answers.
• Relying solely on charismatic influencers and neglecting subject matter experts.

PMP Example Question

To resolve a complex design issue quickly, the project manager needs expert input that is not documented in the knowledge base. What should the project manager do first?

1. Escalate to the sponsor for a directive on the design choice.
2. Submit a formal change request and wait for the next board meeting.
3. Use organizational networks and communities of practice to identify and engage the right experts.
4. Invite all stakeholders to a workshop to crowdsource the solution.

Correct Answer: C — Use organizational networks and communities of practice to identify and engage the right experts.

Explanation: Networking is an effective, ethical way to access timely expertise and information. It accelerates decision-making while staying within governance and does not delay the project unnecessarily.