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13 project stakeholders management

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Information about 13 project stakeholders management
Business & Mgmt
pmp

Published on February 18, 2014

Author: omeralsayed

Source: slideshare.net

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Brain Power Center PMP Preparation course MBA, PMP, B.Sc.(Civil Eng.) : PMO manager EWU-DIU omeralsayed@yahoo.com +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

13.3.1.1 Stakeholder  management plan: 13.3.1.2 Communications  management plan: 13.3.1.3 Change log 13.1.1.4 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

13.3.2.1 Communication  methods: 13.3.2.2 Interpersonal  skills 13.3.2.3 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

http://www.youtube.com/watch?v=HUNVrbDkBqc

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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