Influencing Others 1
Running Head: Influencing Others: Parallel Political Planning for Making IT Projects Happen!
Module 4 – Case Assignment
Course #: ITM524
Fundamentals of Information Technology Management
Influencing Others 2
Introduction
Meet Dave and Dwight, two very brilliant IT professionals working in the IT department
at a large privately owned communications company. Both men are very good workers and are
always commended by their superior for their performance on the job. Dave however, has the
edge when it comes to solving technical problems, so much so that he is dubbed by the
organization ‘Mr. Fix it.’ He is perhaps the most punctual employee in the department and he
often works overtime even when it is not required. After two years of service in the organization,
Dave and his colleagues from the IT department were surprised after Dwight was given a
promotion to become unit manger. The big question was, why not Dave the ‘better’ worker? The
answer is simple. While Dave was busy in the IT centre fixing technical problems Dwight was
busy winning the favour of the CIO, CEO and the other top executives in the organization. While
Dave was using his technical skills Dwight was using his influential skills. Simple put, Dwight
was playing positive organizational politics.
This paper begins with an overview of the importance of constructive organizational
politics in the life of an IT manager, followed by a discussion on how an IT manager can go
about gaining the necessary political backing to move an IT project forward.
Constructive Organizational Politics makes an IT Manager Tics: In an organization
an IT manager’s ability and willingness to engage in constructive organizational politics will
determine whether he/she fails or succeed as an IT manager. In the workplace, people often think
of politics as a negative — a corrupting process that hurts people and organizations and
sometimes, that is what happens (Brenner, 2005). On the contrary, politics can be constructive
and an influential IT manager can make it so. Constructive political behaviour is described as
establishing effective relationships, understanding individual agendas, creating win-win
Influencing Others 3
situations, acting in a principled way, building strong support for constructive ideas, building a
personal reputation, treating everyone fairly and influencing others rather than directly using
power (Human Resource Leader, 2004). Constructive politics give individuals a way to make
decisions together that take into account the needs and goals of diverse groups within an
organization (Brenner, 2005). The bottom-line politics has always been and will continue to be
apart of organizational life. Therefore, since politics is apart of organizational life, one might as
well put it to work for ones organization in a positive way (Business Solutions, 2003).
Gaining Political backing to move an IT Project forward: Assessing the IT needs of
an organization and coming up with a budget to fill such needs is one thing but winning the
necessary support and funding to move an IT project forward is a totally different ‘ball game.’
This is especially true if the organization is working with a tight budget or if the prospective IT
project is competing with other equally important organizational projects. In such situations it is
not the benefits that the new IT project will bring to the organization that will guarantee its
success but it is the project manager’s ability and willingness to engage in positive organizational
poultices. To gain the necessary political backing to move an IT project forward the IT/ project
manager must establish a proper plan.
For the project’s manager constructive politics does not begin with the introduction of the
new IT project but as soon as he/she becomes apart of the organization and becomes familiar
with the organization’s cultural and its political landscape. There is no successful politician who
does not know how to communicate effectively. Therefore, the IT manager should communicate
as much as possible especially with the people in the organization with the clout. Beyond
technical prowess, being seen as communicating well and working collaboratively on projects
are important political elements of an IT professional or manager’s personal and organizational
Influencing Others 4
success (Myers and Herbert, 2009). The IT manager should learn as much as he/she can about
his/her organization. He/she needs to go beyond IT knowledge and find out more about his/her
organization’s goals, values, objectives and unique competitive or other important attributes
since this will often help him/her to better see how his/her unique IT efforts can further
contribute to overall organizational success (Myers and Herbert, 2009). As a political player, the
IT manager needs to inspire the boss as well as others. Although it is seen as the norm for the
boss to inspire, in a key contrast, carefully inspiring from the bottom-up can earn one positive
notice (Myers and Herbert, 2009). For example, An IT manager can let his/her boss know how
valuable the boss’s leadership is to the organization. And, helping the boss get ahead by sharing
information, relevant technology, and any unique organizational insight develop, may seem too
self-serving, but it’s the stuff bosses appreciate and thrive on if sensitively delivered (Myers and
Herbert, 2009). Another positive political strategy is to build developmental relationships with
seniors. Often, more senior, successful managers within an organization will be willing to share
important mentoring tips on how to better manage and succeed (Myers and Herbert, 2009).
After establishing oneself as a political player in ones organization one is now ready to
implement the plan that will be used to glean the necessary political backing to move the new
project forward.
A project will not be successful, without winning the support of the people with the clout
in the organization, therefore, it is important to identify the key players in the organization who
will use their influence to move the project forward and ensure the necessary resources to see it
through. The roles of three of these key players are identified below:
Champion: According to Finney this person wants the project and is willing to put his/her
organizational clout on the line for it (Finney, 1999). This person has a definite stake in the
Influencing Others 5
project or knows the long term benefits of it (Finney, 1999). In the absence of a champion the
project has already failed.
Advocate: The advocate is a conformer of the champion’s reasoning (Finney, 1999).
Their roll provides additional needed political support and backing for the project (Finney,
1999).
Sponsor: The roll of the sponsor is very significant since he/she is the person who will be
funding the project (Finney, 1999). The earlier this person can be identified and become actively
involved, the greater the chance of the project succeeding (Finney, 1999). The plan to gain the
necessary political backing therefore, is to identifying and winning the support of these key
players in the organization.
The IT manager needs to use his/her political skills to influence a champion. According
to Dr. Ken Myers et al (2007), a crucial element in the IT project success equation is to identity
and nurture a relationship with a more senior 'project champion' (outside IT) who might have the
desire/ motivation, institutional clout and likely longevity to help see a project through to
completion (Myers and Guzman, 2007). Such champions can often shoulder the political burden
of keeping IT projects on track towards a successful conclusion...when or if IT political and other
resources might falter (Myers and Guzman, 2007).
The IT manger should do what ever it takes to sell the benefits of the project to the
champion and clearly outline the urgency of his/her project over other competing organizational
projects. In the attempt to win the champion’s backing the IT manager needs to align his/her
wants/arguments in support of organizational goals (Business Solutions, 2003).
As soon as the support of the project champion is won the project manger can rest a sure
that he/she also has the support of the advocate since the advocate is normally a conformer of the
Influencing Others 6
champion’s reasoning. This means the only other key player to be influenced it the project
sponsor. If constructive politics is correctly applied, by this point the IT manager would have
already convinced other key players (champion and advocate) who will grant their support in
helping to influence the project sponsor. These key players are typically top executives who
have clout in the organization and once their support is won and maintained by the IT manager
he/she can rest assure that the necessary resources to see the project through will be available.
Conclusion
In an organization an IT manager’s ability and willingness to engage in constructive
organizational politics will determine whether he/she fails or succeed as an IT manager. To be a
successful political player in an organization an IT manager should first understand his/her
organization landscape. In this manner he/she will be better able to identify and win the support
of the people in the organization that has the clout. Having such support the IT manger will be
better able to acquire to resource he/she needs to see the IT projects to a successful end.
Influencing Others 7
Reference
Brenner, R. (2005). Practice positive politics. Point Lookout. Retrieved November 7, 2009 from
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Business Solutions. (2003). Positive office politics. Dialogue. Retrieved November 7, 2009 from
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Finney, R. (1999). The politics of information and projects. ITMWEB White Paper. Retrieved
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Human Resource Leader. (2004). Office politics can be positive. Retrieved November 8, 2009
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Myers, K., Guzman, I. (2007). Is Your Next IT Project Scheduled for Failure? Retrieved
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Myers, K., Herbert, G. (2009). Beyond IT technical Savvy…positive political tips to boost your
workplace recognition. Retrieved November 8, 2009 from
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