MBA, PMP, B.Sc.(Civil Eng.) : PMO manager EWU-DIU omeralsayed@yahoo.com +249-1234 94 587
Brain Power Center
PMP Preparatio...
PM identify and manage  >>
success  failure.
!
OSO OCT 2013
• their needs and 
EXPECTATIONS,
• their needs and 
EXPECTATIONS,understand
• ISSUES as they occur • ISSUES as they occur ...
Project Stakeholder processes
Identify  
Stakeholders
Identify  
Stakeholders
IDENTIFYING
people/x could 
impact
ANALYZING...
Project Management Process Group and Knowledge 
Area Mapping
Knowledge Area Initiating Planning Executing M& C Closing
4. ...
13.1 Identify Stakeholders
• the people/organizations –impact/edidentifying 
• information ‐potential impact on project su...
13.1 Identify Stakeholders
Data Flow Diagram
OSO OCT 2013
4.1 Develop
Project charter
Project charter
13.1 Identify 
Stake...
Project Charter:
• internal and external parties related
• sponsor(s), customers, team members, groups and departments
Pro...
• Q&Q information • Q&Q information Gathering  and analyzing 
• should be taken into account • should be taken into accoun...
identify Key stakeholders -decision-makers
(sponsor, project manager, primary customer)
Identifying other stakeholders by ...
OSO OCT 2013
INVOLVEMENT 
P O W E R
INVOLVEMENT‐POWER
INTEREST –POWER
INFLUE NCE ‐ IMPACT 
INTEREST 
INFLUENCE 
P O W E R ...
OSO OCT 2013
H,L 
Keep
Satisfied
H,H
Manage
Closely
L,L
Monitor 
L,H
Keep
Informed
INTEREST 
P O W E R  
OSO OCT 2013
INVOLVEMENT :
• active influence
POWER:
• authority / ability 
to impose 
INTEREST:
• level or concern
IMPACT...
Name Position Role
Contact 
Information
Requirements Expectations Influence Classification
OSO OCT 2013
Project Title: Dat...
developing STRATEGIES to effectively engage stakeholders, based on the analysis of their needs, 
interests, and potential ...
OSO OCT 2013
4.2 Develop  
Project 
Management Plan
Project management 
plan
13.2 Plan 
Stakeholder 
Management
Enterprise...
Project management planProject management plan
Life cycle selected
how work will be
executed
HR (R&R, STF)
Change manageme...
UNAWARE of 
project and 
potential impacts.
Unaware:
Aware & 
RESISTANT to 
change.
Resistant:
Aware yet 
NEITHER
supporti...
Stakeholder Unaware Resistant Neutral Supportive Leading
Stakeholder 1 C D
Stakeholder 2 C D
Stakeholder 3 D C
OSO OCT 2013
identifies the management strategies required to effectively engage stakeholders.
plan often provides: 
OSO OCT 2013
Key playerKey player
Meet their 
needs
Meet their 
needs
Least 
important
Least 
important
Show 
consideration
Show 
consi...
Name Influence Impact 
Assessment
Strategies
OSO OCT 2013
Inputs
Stakeholder management 
plan
Communications 
management plan
Change log
Organizational process 
assets...
OSO OCT 2013
10.1 plan 
Communications 
management
Communications 
management  plan
13.3 Manage 
Stakeholder 
Engagement
E...
OSO OCT 2013
13.3.1.1 Stakeholder 
management plan:
• How stakeholders 
can be involved
• methods & 
technologies ‐
commun...
OSO OCT 2013
13.3.2.1 
Communication 
methods:
HOW, 
WHEN, and
WHICH
of identified communication 
methods are to be used
1...
10.1.2 Plan Communications Management: Tools and Techniques
10.1.2.4 Communication methods
several communication methods t...
Issue log • updated as new issues are identified and current issues are resolved
Change requests • corrective or preventiv...
MONITORING overall project stakeholder relationships and adjusting strategies and plans for 
engaging stakeholders. 
OSO O...
OSO OCT 2013
4.3 Direct &
manage project
works
Work performance
data
13.4 Control 
Stakeholder
Engagement
Project 
documen...
Work performance 
data. 
•raw OBSERVATIONS and 
measurements during 
activities performed
(%completed, start and 
finish d...
• capture, store, and distribute information to stakeholders 
• consolidate reports from several systems and facilitate re...
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 s...
EXAMPLE
13 project stakeholders management
13 project stakeholders management
13 project stakeholders management
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13 project stakeholders management

  1. 1. MBA, PMP, B.Sc.(Civil Eng.) : PMO manager EWU-DIU omeralsayed@yahoo.com +249-1234 94 587 Brain Power Center PMP Preparation course
  2. 2. PM identify and manage  >> success  failure.
  3. 3. ! OSO OCT 2013
  4. 4. • their needs and  EXPECTATIONS, • their needs and  EXPECTATIONS,understand • ISSUES as they occur • ISSUES as they occur addressing • CONFLICTING interests  • CONFLICTING interests  managing • ENGAGEMENT in project  decisions and activities.   • ENGAGEMENT in project  decisions and activities.  fostering OSO OCT 2013 continuous communication with stakeholders to: 
  5. 5. Project Stakeholder processes Identify   Stakeholders Identify   Stakeholders IDENTIFYING people/x could  impact ANALYZING potential impact Plan  Stakeholder  Management Plan  Stakeholder  Management STRATEGIES to  effectively engage  stakeholders  based on the  analysis Manage  Stakeholder  Engagement Manage  Stakeholder  Engagement communicating to  meet expectations address issues as  they occur foster appropriate  engagement Control   Stakeholder    Engagement Control   Stakeholder    Engagement monitoring stakeholder  relationships  adjusting strategies for  engaging. OSO OCT 2013
  6. 6. Project Management Process Group and Knowledge  Area Mapping Knowledge Area Initiating Planning Executing M& C Closing 4. Project Integration Management 4Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct & Manage Project Work 4.4 Monitor & Control Project Work 4.5 Perform Integrated Change Control 4.6 Close Project or Phase 5. Project Scope Management 5Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope 6. Project Time Management 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 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 8.3 Control Quality 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 10.3 Control 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 11.6 Control Risks 12. Project Procurement Management 12Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements 13. Project Stakeholder Management 13Identify Stakeholders 13.2 Plan Stakeholder Management 13.3 ManageStakeholder Engagement 13.4 Control Stakeholder Engagement OSO OCT 2013
  7. 7. 13.1 Identify Stakeholders • the people/organizations –impact/edidentifying  • information ‐potential impact on project success. analyzing and documenting  OSO OCT 2013 Inputs Project charter Procurement documents Enterprise environmental  factors Organizational process  assets T&T Stakeholder analysis Expert judgment Meetings Outputs Stakeholder register FOCUS
  8. 8. 13.1 Identify Stakeholders Data Flow Diagram OSO OCT 2013 4.1 Develop Project charter Project charter 13.1 Identify  Stakeholders Enterprise / Organization 12.1 Plan Procurement Management OPA Procurement  documents EEF 13.2 Plan  Stakeholder  Management 5.2 COLLECT Requirements 8.1 Plan Quality Management 10.1 Plan Communications Management 11.1 Plan Risk Management 11.2 Identify Risks 12.1 Plan Procurement Management 4 Integration 5 Scope 6 Time 7 Cost 8 Quality 9 H. Resource 10 Commn. 11 Risk 12 Procurement 13 S/holders S/H register
  9. 9. Project Charter: • internal and external parties related • sponsor(s), customers, team members, groups and departments Procurement  Documents: • 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
  10. 10. • Q&Q information • Q&Q information Gathering  and analyzing  • should be taken into account • should be taken into account whose interests  • the interests, expectations, and influence• the interests, expectations, and influenceidentifies  • stakeholder relationships• stakeholder relationshipsidentify  • coalitions and potential partnerships • coalitions and potential partnerships to build  • the project’s chance of success• the project’s chance of successto enhance  OSO OCT 2013
  11. 11. 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
  12. 12. OSO OCT 2013 INVOLVEMENT  P O W E R INVOLVEMENT‐POWER INTEREST –POWER INFLUE NCE ‐ IMPACT  INTEREST  INFLUENCE  P O W E R   I M P A C T   LEGITIMACY P O W E R
  13. 13. OSO OCT 2013 H,L  Keep Satisfied H,H Manage Closely L,L Monitor  L,H Keep Informed INTEREST  P O W E R  
  14. 14. OSO OCT 2013 INVOLVEMENT : • active influence POWER: • authority / ability  to impose  INTEREST: • level or concern IMPACT: • ability to effect  changes INFLUENCE: • active  involvement Urgency : • immediate  attention Legitimacy : • involvement is  appropriate
  15. 15. Name Position Role Contact  Information Requirements Expectations Influence Classification OSO OCT 2013 Project Title: Date Prepared: Stakeholder Register • Assessment information classification• Identification  information:
  16. 16. developing STRATEGIES to effectively engage stakeholders, based on the analysis of their needs,  interests, and potential impact on project success.  OSO OCT 2013 Inputs Project management  plan Stakeholder register Enterprise  environmental factors Organizational process  assets T&T Expert judgment Meetings Analytical techniques Outputs Stakeholder  management plan Project documents  updates clear, actionable plan to interact W/SH to support
  17. 17. OSO OCT 2013 4.2 Develop   Project  Management Plan Project management  plan 13.2 Plan  Stakeholder  Management Enterprise / Organization Project  documents OPA EEF 13.3 Manage  Stakeholder  Engagement Stakeholder  register 5.2 COLLECT Requirements 4 Integration 5 Scope 6 Time 7 Cost 8 Quality 9 H. Resource 10 Commn. 11 Risk 12 Procurement 13 S/holders 13.1 Identify  Stakeholders S/H management  plan *Project schedule *Stakeholder register.
  18. 18. Project management planProject management plan Life cycle selected how work will be executed HR (R&R, STF) Change management plan Need and techniques for communication Stakeholder registerStakeholder register S/H information Enterprise Environmental  Factors: Enterprise Environmental  Factors: organizational culture*, structure, political climate Organizational Process  Assets: Organizational Process  Assets: lessons learned  database historical information OSO OCT 2013 *http://en.wikipedia.org/wiki/Organizational_culture
  19. 19. UNAWARE of  project and  potential impacts. Unaware: Aware &  RESISTANT to  change. Resistant: Aware yet  NEITHER supportive NOR resistant. Neutral: Aware &  SUPPORTIVE to  change. Supportive: Aware &  ACTIVELY engaged > P  success. Leading: OSO OCT 2013 COMPARE CURRENT VS. PLANNED engagement level of all stakeholders The engagement level of the stakeholders can be classified as follows:
  20. 20. Stakeholder Unaware Resistant Neutral Supportive Leading Stakeholder 1 C D Stakeholder 2 C D Stakeholder 3 D C OSO OCT 2013
  21. 21. identifies the management strategies required to effectively engage stakeholders. plan often provides:  OSO OCT 2013
  22. 22. Key playerKey player Meet their  needs Meet their  needs Least  important Least  important Show  consideration Show  consideration Influence Interest Engage/consult in  interest area Increase level of  interest Involve in low risk  area Keep informed Inform via public  media Move to right Focus Involve in decision  making Engage/consult  regularly H H
  23. 23. Name Influence Impact  Assessment Strategies
  24. 24. OSO OCT 2013 Inputs Stakeholder management  plan Communications  management plan Change log Organizational process  assets T&T Communication methods Interpersonal skills Management skills Outputs Issue log Change requests Project management plan  updates Project documents updates Organizational process  assets updates increase support and minimize resistance
  25. 25. OSO OCT 2013 10.1 plan  Communications  management Communications  management  plan 13.3 Manage  Stakeholder  Engagement Enterprise / Organization Project  documents OPA Project documents  updates 13.4 Control  Stakeholder Engagement Stakeholder management plan 4 Integration 5 Scope 6 Time 7 Cost 8 Quality 9 H. Resource 10 Commn. 11 Risk 12 Procurement 13 S/holders 13.2 Plan  Stakeholder  Management Issue log *Project schedule *Stakeholder register. 4.5 Perform Integrated Change Control Change log 9.4 Manage Project Team 10.3 Control  Communications 4.2 Develop Project  Management Plan Change requests Project management plan  updates 1.3 1.1 1.2 1.4 3.1 3.43.3 3.2
  26. 26. OSO OCT 2013 13.3.1.1 Stakeholder  management plan: • How stakeholders  can be involved • methods &  technologies ‐ communication • level of interactions  of various  stakeholders 13.3.1.2  Communications  management plan: • communications requirements Information to be communicated • Reason for distribution of information • Person or groups who will receive information • Escalation process 13.3.1.3 Change log • document changes  that occur during a  project • Change & impacts  communicated to the  stakeholders 13.1.1.4  Organizational Process  Assets: • Organizational  communication  requirements, • Issue management  procedures, • Change control  procedures,  • Historical  information about  previous projects.
  27. 27. OSO OCT 2013 13.3.2.1  Communication  methods: HOW,  WHEN, and WHICH of identified communication  methods are to be used 13.3.2.2 Interpersonal  skills Building trust, Resolving conflict, Active listening Overcoming resistance to change. 13.3.2.3 Management  skills 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
  28. 28. 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. OSO OCT 2013 4 Plan Communications Management • 2+ • Multi‐dir • Efficient •meetings, phone calls,  instant messaging,  video conferencing Interactive  distributed  understood ? letters, memos,  reports, emails, press  releases, etc. Push  large volumes  intranet sites, e‐ learning, lessons  learned databases,  knowledge  repositories, etc. Pull 
  29. 29. Issue log • updated as new issues are identified and current issues are resolved Change requests • corrective or preventive actions to the project itself or to the interaction with the impacted stakeholders Project management plan  updates • Stakeholder management plan • new or changed stakeholders requirements are identified • addressing concerns and resolving issues Project documents  updates • stakeholder register : Organizational process  assets updates • Stakeholder notifications • Project reports • Project presentations • Project records • Feedback from stakeholders • Lessons learned documentation OSO OCT 2013
  30. 30. MONITORING overall project stakeholder relationships and adjusting strategies and plans for  engaging stakeholders.  OSO OCT 2013 MAINTAIN or  INCREASE the  EFFICIENCY and  EFFECTIVENES S of  stakeholder  engagement Inputs Project management plan Issue log Work performance data Project documents T&T Information management systems Expert judgment Meetings Outputs Work performance information Change requests Project management plan updates Project documents updates Organizational process assets updates
  31. 31. OSO OCT 2013 4.3 Direct & manage project works Work performance data 13.4 Control  Stakeholder Engagement Project  documents Issue log 4 Integration 5 Scope 6 Time 7 Cost 8 Quality 9 H. Resource 10 Commn. 11 Risk 12 Procurement 13 S/holders 13.3 Manage  Stakeholder  Engagement 4.2 Develop Project management plan Project management plan Change requests PM plan updates 4.5 Perform Integrated Change Control 4.4 Monitor & Control project works Work performance information Enterprise / Organization OPA  Project schedule,  Stakeholder register,  Issue log,  Change log, and  Project communications Project documents updates Organizational process assets updates
  32. 32. Work performance  data.  •raw OBSERVATIONS and  measurements during  activities performed (%completed, start and  finish dates) Work performance  information.  •The performance data  COLLECTED from  controlling processes •ANALYZED in context •INTEGRATED based on (forecasted ETC) Work performance  reports.  •The REPRESENTATION of  work performance  information compiled in  project documents,  intended to generate  decisions (status reports)
  33. 33. • capture, store, and distribute information to stakeholders  • consolidate reports from several systems and facilitate report distribution.  • capture, store, and distribute information to stakeholders  • consolidate reports from several systems and facilitate report distribution.  Information Management Systems • ensure comprehensive identification • listing of new stakeholders, • reassessment of current stakeholders • ensure comprehensive identification • listing of new stakeholders, • reassessment of current stakeholders Expert Judgment • exchange and analyze information about stakeholder engagement• exchange and analyze information about stakeholder engagement Meetings OSO OCT 2013
  34. 34. OSO OCT 2013
  35. 35. http://www.youtube.com/watch?v=HUNVrbDkBqc
  36. 36. 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.
  37. 37. EXAMPLE
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