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Project Stakeholder Management
Dr. Huy Nguyen
Project Management Framework
2
Process Groups & Knowledge Areas Mapping
Knowledge
Areas
Process Groups
Initiating Planning Executing Monitoring & Controlling Closing
Integration
Develop Project
Charter
Develop Project Management Plan
Direct and Manage Project Work
Manage Project Knowledge
Monitor and Control Project Work
Perform Integrated Change Control
Close Project or Phase
Scope
Plan Scope Management
Collect Requirements
Define Scope
Create WBS
Validate Scope
Control Scope
Schedule
Plan Schedule Management
Define Activities
Sequence Activities
Estimate Activity Durations
Develop Schedule
Control Schedule
Cost
Plan Cost Management
Estimate Costs
Determine Budget
Control Costs
Quality Plan Quality Management Manage Quality Control Quality
Resource
Plan Resource Management
Estimate Activity Resources
Acquire Resources
Develop Team
Manage Team
Control Resources
Communications Plan Communications Management Manage Communications Monitor Communications
Risk
Plan Risk Management
Identify Risks
Perform Qualitative Risk Analysis
Perform Quantitative Risk Analysis
Plan Risk Responses
Implement Risk Responses Monitor Risks
Procurement Plan Procurement Management Conduct Procurements Control Procurements
Stakeholder Identify Stakeholders Plan Stakeholder Engagement Manage Stakeholder Engagement Monitor Stakeholder Engagement
3
Project Stakeholder Management
Knowledge
Area
Process Groups
Initiating Planning Executing
Monitoring &
Controlling
Closing
Stakeholder
• Identify
Stakeholder
• Plan
Stakeholder
Management
• Manage
Stakeholder
Engagement
• Monitor
Stakeholder
Engagement
Enter phase/
Start project
Exit phase/
End project
Initiating
Processes
Closing
Processes
Planning
Processes
Executing
Processes
Monitoring &
Controlling Processes
4
Project Stakeholder Management
• Focus on continuous communication with stakeholders to understand their
needs and expectations;
• Stakeholders can impact or are impacted within the project in a positive or
negative way and in a limited or significant level of influence;
 Stakeholder satisfaction is a key project objective (success or failure of the
project);
 Project manager need to identify and manage the stakeholders in an
appropriate manner.
5
1 - Identify Stakeholders
• Process of identifying the people, groups, or organizations that could impact or
be impacted by a decision, activity, or outcome of the project; and analyzing
and documenting relevant information regarding their interests, involvement,
inter-dependencies, influence, and potential impact on project success.
Inputs
1. Project charter
2. Procurement documents
3. Enterprise environmental factors
4. Organizational process assets
Tools & Techniques
1. Stakeholder analysis
2. Expert judgment
3. Meetings
Outputs
1. Stakeholder register
6
1 - Identify Stakeholders
7
Issues of Stakeholders
• Stakeholders:
– Individuals, groups or organizations;
– Customers, sponsors, performing organization, public…
– Internal or external.
• Critical points in stakeholder identification:
– Level of interest;
– Expectation;
– Importance;
– Level of influence.
8
• Gather and analyze systematically quantitative and qualitative information to
determine whose interests should be taken into account throughout the project;
• Identify and connect critical points of stakeholder and stakeholder relationships
to the purpose of the project;
 Classification models for stakeholder analysis:
– Power / interest;
– Power / influence;
– Influence / impact;
– Salience (power / legitimacy).
• Steps to make stakeholder analysis:
– Identify all potential project stakeholders and relevant information;
– Identify the potential impact or support each stakeholder could generate
and classify them so as to define an approach strategy;
– Assess how key stakeholder are likely to react or respond in various
situation.
Stakeholder Analysis (Tools & Techniques)
9
Stakeholder Register (Outputs)
• Stakeholder Register can contain:
– Identification information:
• Name, organizational position, location, role in the project, contact
information…
– Assessment information:
• Major requirements, main expectations, potential influence in the project with
the most interest…
– Stakeholder classification:
• Internal/external
• Supporter/neutral/resistor…
Name
Contact
information
Role in
project
Department /
Supervisor
Company Impact Influence
Main
expectations
Attitude about
the project
Major
requirements
10
2 - Plan Stakeholder Management
• Process of 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.
Inputs
1. Project management
plan
2. Stakeholder register
3. Enterprise environmental
factors
4. Organizational process
assets
Tools & Techniques
1. Expert judgment
2. Meetings
3. Analytical techniques
Outputs
1. Stakeholder
management plan
2. Project document
updates
11
2 - Plan Stakeholder Management
12
Analytical Techniques (Tools & Techniques)
• Classification of engagement level of stakeholders:
– Unaware;
– Resistant;
– Neutral;
– Supportive;
– Leading.
• The engagement can be described at 2 states (current and desired) in
Stakeholders Engagement Assessment Matrix:
Stakeholder Stakeholder interest(s) in
the project
Assessment of impact Potential strategies for gaining support or
reducing obstacles
13
Stakeholder Management Plan (Outputs)
• Stakeholder Management Plan provides:
– Desired and current engagement levels of key stakeholders;
– Scope and impact of change to stakeholders;
– Identified interrelationships and potential overlap between stakeholders;
– Stakeholder communication requirements for the current project phase;
– Information to be distributed to stakeholders, including language, format,
content, and level of detail;
– Reason for the distribution of that information and the expected impact to
stakeholder engagement;
– Time frame and frequency for the distribution of required information to
stakeholders;
– Method for updating and refining the stakeholder management plan as
the project progresses and develops.
14
3 - Manage Stakeholder Engagement
• Process of communicating and working with stakeholders to meet their
needs/expectations, address issues as they occur, and foster appropriate
stakeholder engagement in project activities throughout the project life cycle.
Inputs
1. Stakeholder
management plan
2. Communication
management plan
3. Change log
4. Organizational
process assets
Tools & Techniques
1. Communication
methods
2. Interpersonal skills
3. Management skills
Outputs
1. Issue log
2. Change request
3. Project management
plan updates
4. Project document
updates
5. Organizational
process assets
updates
15
3 - Manage Stakeholder Engagement
16
Engagement of Stakeholders
• Influence of stakeholders: Highest during the initial stages and progressively
lower as the project progresses;
• Active management of stakeholder decreases the risk of the project failing to
meet its goals and objectives.
17
Supporting Skills (Tools & Techniques)
• Interpersonal skills:
– Building trust;
– Resolving conflict;
– Active listening;
– Overcoming resistance to change…
• Management skills:
– Facilitate consensus toward project objectives;
– Influence people to support the project;
– Negotiate agreements to satisfy the project needs;
– Modify organizational behavior to accept the project outcomes…
18
4 - Monitor Stakeholder Engagement
• Process of monitoring overall project stakeholder relationships and adjusting
strategies and plans for engaging stakeholders.
Inputs
1. Project management
plan
2. Issue log
3. Work performance
data
4. Project documents
Tools & Techniques
1. Information
management
systems
2. Expert judgment
3. Meetings
Outputs
1. Work performance
information
2. Change requests
3. Project management
plan updates
4. Project documents
updates
5. Organizational
process assets
updates
19
4 - Monitor Stakeholder Engagement
20
Work Performance Information (Outputs)
• Work performance data is collected from various controlling processes,
analyzed in context, and integrated based on relationships across areas;
 Should not be used in the decision-making process because of
misinterpretation but the information;
• Work performance information that is correlated and contextualized can be
used for project decisions.
21
Thank You
Next topic:
Project Performance Management
22

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Topic 9 - Project Stakeholder Management.pdf

  • 3. Process Groups & Knowledge Areas Mapping Knowledge Areas Process Groups Initiating Planning Executing Monitoring & Controlling Closing Integration Develop Project Charter Develop Project Management Plan Direct and Manage Project Work Manage Project Knowledge Monitor and Control Project Work Perform Integrated Change Control Close Project or Phase Scope Plan Scope Management Collect Requirements Define Scope Create WBS Validate Scope Control Scope Schedule Plan Schedule Management Define Activities Sequence Activities Estimate Activity Durations Develop Schedule Control Schedule Cost Plan Cost Management Estimate Costs Determine Budget Control Costs Quality Plan Quality Management Manage Quality Control Quality Resource Plan Resource Management Estimate Activity Resources Acquire Resources Develop Team Manage Team Control Resources Communications Plan Communications Management Manage Communications Monitor Communications Risk Plan Risk Management Identify Risks Perform Qualitative Risk Analysis Perform Quantitative Risk Analysis Plan Risk Responses Implement Risk Responses Monitor Risks Procurement Plan Procurement Management Conduct Procurements Control Procurements Stakeholder Identify Stakeholders Plan Stakeholder Engagement Manage Stakeholder Engagement Monitor Stakeholder Engagement 3
  • 4. Project Stakeholder Management Knowledge Area Process Groups Initiating Planning Executing Monitoring & Controlling Closing Stakeholder • Identify Stakeholder • Plan Stakeholder Management • Manage Stakeholder Engagement • Monitor Stakeholder Engagement Enter phase/ Start project Exit phase/ End project Initiating Processes Closing Processes Planning Processes Executing Processes Monitoring & Controlling Processes 4
  • 5. Project Stakeholder Management • Focus on continuous communication with stakeholders to understand their needs and expectations; • Stakeholders can impact or are impacted within the project in a positive or negative way and in a limited or significant level of influence;  Stakeholder satisfaction is a key project objective (success or failure of the project);  Project manager need to identify and manage the stakeholders in an appropriate manner. 5
  • 6. 1 - Identify Stakeholders • Process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project; and analyzing and documenting relevant information regarding their interests, involvement, inter-dependencies, influence, and potential impact on project success. Inputs 1. Project charter 2. Procurement documents 3. Enterprise environmental factors 4. Organizational process assets Tools & Techniques 1. Stakeholder analysis 2. Expert judgment 3. Meetings Outputs 1. Stakeholder register 6
  • 7. 1 - Identify Stakeholders 7
  • 8. Issues of Stakeholders • Stakeholders: – Individuals, groups or organizations; – Customers, sponsors, performing organization, public… – Internal or external. • Critical points in stakeholder identification: – Level of interest; – Expectation; – Importance; – Level of influence. 8
  • 9. • Gather and analyze systematically quantitative and qualitative information to determine whose interests should be taken into account throughout the project; • Identify and connect critical points of stakeholder and stakeholder relationships to the purpose of the project;  Classification models for stakeholder analysis: – Power / interest; – Power / influence; – Influence / impact; – Salience (power / legitimacy). • Steps to make stakeholder analysis: – Identify all potential project stakeholders and relevant information; – Identify the potential impact or support each stakeholder could generate and classify them so as to define an approach strategy; – Assess how key stakeholder are likely to react or respond in various situation. Stakeholder Analysis (Tools & Techniques) 9
  • 10. Stakeholder Register (Outputs) • Stakeholder Register can contain: – Identification information: • Name, organizational position, location, role in the project, contact information… – Assessment information: • Major requirements, main expectations, potential influence in the project with the most interest… – Stakeholder classification: • Internal/external • Supporter/neutral/resistor… Name Contact information Role in project Department / Supervisor Company Impact Influence Main expectations Attitude about the project Major requirements 10
  • 11. 2 - Plan Stakeholder Management • Process of 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. Inputs 1. Project management plan 2. Stakeholder register 3. Enterprise environmental factors 4. Organizational process assets Tools & Techniques 1. Expert judgment 2. Meetings 3. Analytical techniques Outputs 1. Stakeholder management plan 2. Project document updates 11
  • 12. 2 - Plan Stakeholder Management 12
  • 13. Analytical Techniques (Tools & Techniques) • Classification of engagement level of stakeholders: – Unaware; – Resistant; – Neutral; – Supportive; – Leading. • The engagement can be described at 2 states (current and desired) in Stakeholders Engagement Assessment Matrix: Stakeholder Stakeholder interest(s) in the project Assessment of impact Potential strategies for gaining support or reducing obstacles 13
  • 14. Stakeholder Management Plan (Outputs) • Stakeholder Management Plan provides: – Desired and current engagement levels of key stakeholders; – Scope and impact of change to stakeholders; – Identified interrelationships and potential overlap between stakeholders; – Stakeholder communication requirements for the current project phase; – Information to be distributed to stakeholders, including language, format, content, and level of detail; – Reason for the distribution of that information and the expected impact to stakeholder engagement; – Time frame and frequency for the distribution of required information to stakeholders; – Method for updating and refining the stakeholder management plan as the project progresses and develops. 14
  • 15. 3 - Manage Stakeholder Engagement • Process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle. Inputs 1. Stakeholder management plan 2. Communication management plan 3. Change log 4. Organizational process assets Tools & Techniques 1. Communication methods 2. Interpersonal skills 3. Management skills Outputs 1. Issue log 2. Change request 3. Project management plan updates 4. Project document updates 5. Organizational process assets updates 15
  • 16. 3 - Manage Stakeholder Engagement 16
  • 17. Engagement of Stakeholders • Influence of stakeholders: Highest during the initial stages and progressively lower as the project progresses; • Active management of stakeholder decreases the risk of the project failing to meet its goals and objectives. 17
  • 18. Supporting Skills (Tools & Techniques) • Interpersonal skills: – Building trust; – Resolving conflict; – Active listening; – Overcoming resistance to change… • Management skills: – Facilitate consensus toward project objectives; – Influence people to support the project; – Negotiate agreements to satisfy the project needs; – Modify organizational behavior to accept the project outcomes… 18
  • 19. 4 - Monitor Stakeholder Engagement • Process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders. Inputs 1. Project management plan 2. Issue log 3. Work performance data 4. Project documents Tools & Techniques 1. Information management systems 2. Expert judgment 3. Meetings Outputs 1. Work performance information 2. Change requests 3. Project management plan updates 4. Project documents updates 5. Organizational process assets updates 19
  • 20. 4 - Monitor Stakeholder Engagement 20
  • 21. Work Performance Information (Outputs) • Work performance data is collected from various controlling processes, analyzed in context, and integrated based on relationships across areas;  Should not be used in the decision-making process because of misinterpretation but the information; • Work performance information that is correlated and contextualized can be used for project decisions. 21
  • 22. Thank You Next topic: Project Performance Management 22