Organisational charts seem to be getting more and more abstract and high level. Maybe it is one of those business assets where it isn't that easy to show the payoff. For me, as a wandering project person, there is a real and tangible problem I face:
- Who do I need to consult with?
- Who are the stakeholders to this project?
As always there are techniques.
One method is to create your personal organisational chart and start with your immediate surroundings. Grab one of the full timers/old hands on your team or in your physical vacinity and get them to put up a draft model on the white board.
Then get a copy of it into your notebook and walk around and visit the people on it at their desks. While you are discussing their expectations of the project team, ask each one of them if there is anyone else to put on your org chart.
It's an okay process - meaning that is is not fool proof. It still may not generate a complete picture very easily and you can't be sure whether some arm of the organsiation is missing (and everyone has forgotten about them.)
The next step is to investigate the lessons learned log from previous projects. (If you have one.)
Then - run the model by your sponsor and discuss the areas that are likely to present trouble or particular challenges. One thing to keep an eye out for is business units with conflicting goals or radically different priorities. An active discussion like this will elicit better results than a simple presentation of what you have discoverred so far.
I hope this helps you discover all your stakeholders easier next time you start up a project. Maybe it's something to attack this week?
Or maybe you should just turn the office Christmas party into a networking opportuunity and use the event to walk the floor in once concentrated effort.