Published on February 18, 2014
Brain Power Center PMP Preparation course MBA, PMP, B.Sc.(Civil Eng.) : PMO manager EWU-DIU firstname.lastname@example.org +249-1234 94 587
PM identify and manage >> success failure.
continuous communication with stakeholders to: understand addressing • ISSUES as they occur managing • CONFLICTING interests fostering OSO OCT 2013 • their needs and EXPECTATIONS, • ENGAGEMENT in project decisions and activities.
Project Stakeholder processes Identify Stakeholders Plan Stakeholder Management Manage Stakeholder Engagement IDENTIFYING people/x could impact STRATEGIES to effectively engage stakeholders communicating to meet expectations Control Stakeholder Engagement monitoring stakeholder relationships address issues as they occur ANALYZING potential impact based on the analysis foster appropriate engagement OSO OCT 2013 adjusting strategies for engaging.
Project Management Process Group and Knowledge Area Mapping Knowledge Area 4. Project Integration Management Initiating 4Develop Project Charter Planning 4.2 Develop Project Management Plan M& C Executing 4.3 Direct & Manage Project Work 4.4 Monitor & Control Project Work 4.5 Perform Integrated Change Control 5. Project Scope Management 5Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 6. Project Time Management 6.7 Control Schedule 7. Project Cost Management 7Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs 8. Project Quality Management 8Plan Quality Management 8.2 Perform Quality Assurance 9. Project Human Resource Management 9.1 Plan Human Resource Management 9.2 Acquire Project Team 9.3 Develop Project Team 9.4 Manage Project Team 10. Project Communications Management 10Plan Communications Management 10.2 Manage Communications 11. Project Risk Management 11Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 12. Project Procurement Management 12Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 13.2 Plan Stakeholder Management 13.3 Manage Stakeholder Engagement 13.4 Control Stakeholder Engagement 4.6 Close Project or Phase 5.5 Validate Scope 5.6 Control Scope 6Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Resources 6.5 Estimate Activity Durations 6.6 Develop Schedule Closing 13. Project Stakeholder Management 13Identify Stakeholders OSO OCT 2013 8.3 Control Quality 10.3 Control Communications 11.6 Control Risks 12.4 Close Procurements
! OSO OCT 2013
13.1 Identify Stakeholders identifying • the people/organizations –impact/ed analyzing and documenting • information ‐potential impact on project success. FOCUS Inputs Project charter T&T Procurement documents Stakeholder analysis Enterprise environmental Expert judgment factors Meetings Organizational process assets OSO OCT 2013 Outputs Stakeholder register
13.1 Identify Stakeholders Data Flow Diagram 5.2 COLLECT Requirements 4.1 Develop Project charter Project charter 8.1 Plan Quality Management 12.1 Plan Procurement Management 10.1 Plan Communications Management 13.1 Identify Stakeholders Procurement documents S/H register 11.1 Plan Risk Management Enterprise / Organization 4 Integration 5 Scope EEF 6 Time 11.2 Identify Risks 13.2 Plan Stakeholder Management OPA 7 Cost 8 Quality 9 H. Resource OSO OCT 2013 12.1 Plan Procurement Management 10 Commn. 11 Risk 12 Procurement 13 S/holders
Project Charter: Procurement Documents: • internal and external parties related • sponsor(s), customers, team members, groups and departments • result of a procurement activity /contract • contract parties (key stakeholders) • Other relevant parties (S/C, suppliers) Enterprise Environmental Factors: • Organizational culture and structure; • Governmental or industry standards • Global, regional or local trends, and practices or habits. Organizational Process Assets: • Stakeholder register templates, • Lessons learned • Stakeholder registers (previous). OSO OCT 2013
Gathering and analyzing • Q&Q information whose interests identifies • should be taken into account • the interests, expectations, and influence identify • stakeholder relationships to build • coalitions and potential partnerships to enhance • the project’s chance of success OSO OCT 2013
identify Key stakeholders -decision-makers (sponsor, project manager, primary customer) Identifying other stakeholders by interviewing identified stakeholders Analyze impact /support & classify -define strategy prioritize OSO OCT 2013
LEGITIMACY INTEREST I N VO LV E M E N T INFLUENCE INVOLVEMENT‐POWER INTEREST –POWER INFLUE NCE ‐ IMPACT POWER POWER POWER IMPAC T OSO OCT 2013
H,L H,H Keep Manage Satisfied Closely L,L Monitor OSO OCT 2013 L,H Keep Informed
INVOLVEMENT : POWER: INTEREST: IMPACT: • active influence • authority / ability to impose • level or concern • ability to effect changes INFLUENCE: Urgency : Legitimacy : • active involvement • immediate attention • involvement is appropriate OSO OCT 2013
Stakeholder Register Project Title: Name Position Date Prepared: Role Contact Information Requirements OSO OCT 2013 Expectations Influence Classification
developing appropriate management STRATEGIES to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success. clear, actionable plan to interact W/SH to support Inputs Project management plan Stakeholder register Enterprise environmental factors T&T Expert judgment Meetings Analytical techniques Outputs Stakeholder management plan Project documents updates Organizational process assets OSO OCT 2013
4.2 Develop Project Management Plan 13.1 Identify Stakeholders Project management plan 5.2 COLLECT Requirements Stakeholder register 13.2 Plan Stakeholder Management Project documents S/H management plan OPA Enterprise / Organization 4 Integration 5 Scope *Project schedule *Stakeholder register. 13.3 Manage Stakeholder Engagement EEF 6 Time 7 Cost 8 Quality 9 H. Resource OSO OCT 2013 10 Commn. 11 Risk 12 Procurement 13 S/holders
Project management plan Enterprise Environmental Factors: Organizational Process Assets: organizational culture*, structure, lessons learned database political climate Stakeholder register historical information Life cycle selected how work will be executed HR (R&R, STF) S/H information Change management plan Need and techniques for communication *http://en.wikipedia.org/wiki/Organizational_culture OSO OCT 2013
COMPARE CURRENT VS. PLANNED engagement level of all stakeholders The engagement level of the stakeholders can be classified as follows: Unaware: UNAWARE of project and potential impacts. Resistant: Neutral: Supportive: Aware & Aware yet Aware & RESISTANT to NEITHER supportive NOR SUPPORTIVE to change. resistant. OSO OCT 2013 change. Leading: Aware & ACTIVELY engaged > P success.
Stakeholder Stakeholder 1 Unaware Resistant Neutral C Supportive D C Stakeholder 2 D DC Stakeholder 3 OSO OCT 2013 Leading
identifies the management strategies required to effectively engage stakeholders. plan often provides: OSO OCT 2013
Key player Influence Focus Involve in decision making Engage/consult regularly Meet their needs Engage/consult in interest area Increase level of interest Interest Inform via public media Move to right Least important Show consideration Involve in low risk area Keep informed
Name Influence Impact Assessment Strategies
increase support and minimize resistance Inputs Stakeholder management plan Communications management plan Change log T&T Communication methods Outputs Interpersonal skills Issue log Management skills Change requests Organizational process assets Project management plan updates Project documents updates Organizational process assets updates OSO OCT 2013
4.5 Perform Integrated Change Control Change requests 3.2 1.3 Change log 1.1 10.1 plan Communications management *Project schedule *Stakeholder register. 13.3 Manage Stakeholder Engagement Issue log Communications management plan 1.4 5 Scope 9.4 Manage Project Team 13.4 Control Stakeholder Engagement Enterprise / Organization 4 Integration Project documents updates 3.4 Project management plan updates 3.3 Stakeholder management plan 3.1 1.2 Project documents 4.2 Develop Project Management Plan 13.2 Plan Stakeholder Management 10.3 Control Communications OPA 6 Time 7 Cost 8 Quality 9 H. Resource OSO OCT 2013 10 Commn. 11 Risk 12 Procurement 13 S/holders
22.214.171.124 Stakeholder management plan: 126.96.36.199 Communications management plan: 188.8.131.52 Change log 184.108.40.206 Organizational Process Assets: • How stakeholders can be involved • methods & technologies ‐communication • level of interactions of various stakeholders • communications requirements Information to be communicated • Reason for distribution of information • Person or groups who will receive information • Escalation process • document changes that occur during a project • Change & impacts communicated to the stakeholders • Organizational communication requirements, • Issue management procedures, • Change control procedures, • Historical information about previous projects. OSO OCT 2013
220.127.116.11 Communication methods: 18.104.22.168 Interpersonal skills 22.214.171.124 Management skills • HOW, WHEN, and WHICH of identified communication methods are to be used • • • • Building trust, Resolving conflict, Active listening Overcoming resistance to change. • • • • Facilitate consensus toward project objectives, Influence people to support the project, Negotiate agreements to satisfy the project needs, and Modify organizational behavior to accept the project outcomes OSO OCT 2013
Plan Communications Management 4 10.1.2 Plan Communications Management: Tools and Techniques 10.1.2.4 Communication methods several communication methods that are used to share information among project stakeholders. Interactive Push Pull • 2+ • Multi‐dir • Efficient distributed large volumes understood ? intranet sites, e‐ learning, lessons learned databases, knowledge repositories, etc. • meetings, phone calls, instant messaging, video conferencing letters, memos, reports, emails, press releases, etc. OSO OCT 2013
Issue log Change requests Project management plan updates Project documents updates Organizational process assets updates • updated as new issues are identified and current issues are resolved • corrective or preventive actions to the project itself or to the interaction with the impacted stakeholders • Stakeholder management plan • new or changed stakeholders requirements are identified • addressing concerns and resolving issues • stakeholder register : • Stakeholder notifications • Project reports • Project presentations • Project records • Feedback from stakeholders • Lessons learned documentation OSO OCT 2013
MONITORING overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders. Inputs MAINTAIN or INCREASE the EFFICIENCY and EFFECTIVENES S of stakeholder engagement Project management plan Issue log Work performance data Project documents T&T Information management systems Expert judgment Meetings OSO OCT 2013 Outputs Work performance information Change requests Project management plan updates Project documents updates Organizational process assets updates
4.2 Develop Project management plan 4.4 Monitor & Control project works 13.3 Manage Stakeholder Engagement Project management plan Issue log 4.5 Perform Integrated Change Control 13.4 Control Stakeholder Engagement 4.3 Direct & manage project works Work performance information Change requests Work performance data Project documents PM plan updates Project documents updates Enterprise / Organization Organizational process assets updates OPA 4 Integration 5 Scope 6 Time 7 Cost 8 Quality 9 H. Resource OSO OCT 2013 10 Commn. 11 Risk Project schedule, Stakeholder register, Issue log, Change log, and Project communications 12 Procurement 13 S/holders
Work performance data. Work performance information. Work performance reports. • raw OBSERVATIONS and measurements during activities performed (%completed, start and finish dates) • The performance data COLLECTED from controlling processes • ANALYZED in context • INTEGRATED based on (forecasted ETC) • The REPRESENTATION of work performance information compiled in project documents, intended to generate decisions (status reports)
Examples of work performance data include: work completed key performance indicators technical performance measures start and finish dates of schedule activities number of change requests number of defects work completed key performance indicators • Excavation & Sub‐structure • SPI = 1.2 CPI=1.25 start and finish dates of schedule activities number of change requests •0 • ES: 1/7 EF: 31/7 – AS:1/7 AF:25/7 number of defects actual costs actual durations Budget & actual costs •1 • B = SDG 5,000 Ac=SDG 4,000
Information Management Systems • capture, store, and distribute information to stakeholders • consolidate reports from several systems and facilitate report distribution. Expert Judgment • ensure comprehensive identification • listing of new stakeholders, • reassessment of current stakeholders Meetings • exchange and analyze information about stakeholder engagement OSO OCT 2013
OSO OCT 2013
Replacing old Street Lights ‐ Dusseldorf, Germany The municipal power utility in the German city of Dusseldorf recently started a project to replace 10,000 of the 17,000 gas street lights in use in the old city with the latest LED (”Light Emitting Diode”) Dusseldorf lamps, now admits to ‘making a mistake’ with the initial design, as many residents complained that the light from the new lamps was too cold, as compared to the soft glow of the original gas lights. Luckily, another useful characteristic of LED’s is their ability to produce different colours and hues, which can be used to imitate the old friendly glow. Lesson Learned: Get all stakeholders involved as soon as possible with your project design, as they might have concerns that never occurred to you.
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PMI PMP Exam Tips : Introduction: This part of the PMP exam study notes on Project Stakeholder Management is based on chapter 13 of PMBOK Guide 5th Edition.
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