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By: Anand Bobade (nmbobade@gmail.com)
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverag...
By: Anand Bobade (nmbobade@gmail.com)
Chap 13 - Project Stakeholder Management-
Stakeholder Definition
Stakeholder Managem...
By: Anand Bobade (nmbobade@gmail.com)
Stakeholder:
An individual, group or organization who may
affect, be affected by a d...
By: Anand Bobade (nmbobade@gmail.com)
Start early & Continue throughout the project.
Lay foundation
for Project
success
Ri...
By: Anand Bobade (nmbobade@gmail.com)
Chap 13. Project Stakeholder Management-> Definition
Identifying people, groups or o...
By: Anand Bobade (nmbobade@gmail.com)
13.1 Identify Stakeholders
• Identifying people, groups, or organizations that could...
By: Anand Bobade (nmbobade@gmail.com)
13.1 Identify Stakeholders
Introduction
Identify Stakeholders Definition
Identify St...
By: Anand Bobade (nmbobade@gmail.com)
Initial Stakeholder Identification
Those who are
affected by the
project
Those who
I...
By: Anand Bobade (nmbobade@gmail.com)
13.1 Identify Stakeholders ->Definition
Identifying
Decision Activity
Outcome
People...
By: Anand Bobade (nmbobade@gmail.com)
13.1 Identify Stakeholders ->ITTO
Inputs (4)
• Project Charter
• Procurement
Documen...
By: Anand Bobade (nmbobade@gmail.com)
13.1 Identify Stakeholders ->Inputs
Project Charter Procurement
Documents
Enterprise...
By: Anand Bobade (nmbobade@gmail.com)
13.1 Identify Stakeholders ->Inputs
Project Charter
Internal & External stakeholders...
By: Anand Bobade (nmbobade@gmail.com)
13.1 Identify Stakeholders ->Inputs
Enterprise
Environmental
Factors
Organizational
...
By: Anand Bobade (nmbobade@gmail.com)
13.1 Identify Stakeholders ->T&T
Stakeholder
Analysis
Expert
Judgment
Meetings
By: Anand Bobade (nmbobade@gmail.com)
13.1 Identify Stakeholders ->T&T -> Stakeholder analysis
Stakeholder
Analysis
Unders...
By: Anand Bobade (nmbobade@gmail.com)
13.1 Identify Stakeholders ->T&T -> Stakeholder analysis
Stakeholder
Analysis
• Proj...
By: Anand Bobade (nmbobade@gmail.com)
13.1 Identify Stakeholders ->T&T -> Stakeholder analysis
Stakeholder
Analysis
Projec...
By: Anand Bobade (nmbobade@gmail.com)
Stakeholder
Analysis
Positive Negative
Direct Indirect
Needs &
Requiremen
ts
Analyse...
By: Anand Bobade (nmbobade@gmail.com)
Stakeholder
Analysis
Classify or group Stakeholder using
classification Models:
Powe...
By: Anand Bobade (nmbobade@gmail.com)
Stakeholder
Analysis
Interest
Low
High
High
Power
H/L H/H
L/L L/H
Document interests...
By: Anand Bobade (nmbobade@gmail.com)
Stakeholder
Analysis
Identify Power &
level of Influence.
Identify stakeholders
that...
By: Anand Bobade (nmbobade@gmail.com)
Stakeholder
Analysis
• Ability to impose their will.Power
• Need for immediate atten...
By: Anand Bobade (nmbobade@gmail.com)
Stakeholder
Analysis
• Dormant stakeholders: one attribute, low salience. do nothing...
By: Anand Bobade (nmbobade@gmail.com)
Stakeholder
Analysis
• Best stakeholders. Get into project, if there
is something ho...
By: Anand Bobade (nmbobade@gmail.com)
Stakeholder
Analysis
• Have power and urgency, but no legitimacy.
Keep such stakehol...
By: Anand Bobade (nmbobade@gmail.com)
Stakeholder
Analysis
• Project supporter with positive attitude.Champions
• No direc...
By: Anand Bobade (nmbobade@gmail.com)
13.1 Identify Stakeholders->T&T->Expert Judgment
Expert
Judgment
Senior management.
...
By: Anand Bobade (nmbobade@gmail.com)
Meetings
Interviews
Project Management
Team
Customer & Sponsor
Other PM's
Workshop
m...
By: Anand Bobade (nmbobade@gmail.com)
Meetings
Who is directly & indirectly involved with the project?
Who may be affected...
By: Anand Bobade (nmbobade@gmail.com)
13.1 Identify Stakeholders ->Output
Stakeholder
Register
By: Anand Bobade (nmbobade@gmail.com)
13.1 Identify Stakeholders ->Output->Stakeholder Register
Stakeholder
Register
A pro...
By: Anand Bobade (nmbobade@gmail.com)
13.1 Identify Stakeholders ->Process Flow
By: Anand Bobade (nmbobade@gmail.com)
13.1 Identify Stakeholders -> Review
Identify Stakeholders Definition
Identify Stake...
By: Anand Bobade (nmbobade@gmail.com)
Self Assessment
Salience Model is used to categorized Stakeholders. It has three cor...
By: Anand Bobade (nmbobade@gmail.com)
Project stakeholders identification exercise
Project is launched to develop complete...
By: Anand Bobade (nmbobade@gmail.com)
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverag...
By: Anand Bobade (nmbobade@gmail.com)
13.2 Plan Stakeholder Management
Introduction
Plan Stakeholder Management Definition...
By: Anand Bobade (nmbobade@gmail.com)
Introduction – Stakeholder Management Processes
13.1 Identify Stakeholders
• Identif...
By: Anand Bobade (nmbobade@gmail.com)
13.2 Plan Stakeholder Management
Engage StakeholdersDeveloping Strategies
To
Needs I...
By: Anand Bobade (nmbobade@gmail.com)
13.2 Plan Stakeholder Management-> ITTO
Inputs (4)
• Project
Management Plan
• Stake...
By: Anand Bobade (nmbobade@gmail.com)
Project
Management Plan
Stakeholder
Register
Enterprise
Environmental
Factors
Organi...
By: Anand Bobade (nmbobade@gmail.com)
13.2 Plan Stakeholder Management->Input->PMP
Project
Management Plan
Selected Projec...
By: Anand Bobade (nmbobade@gmail.com)
13.2 Plan Stakeholder Manag.->Input->Stakeholder Register
Stakeholder
Register
Conta...
By: Anand Bobade (nmbobade@gmail.com)
13.2 Plan Stakeholder Manag.->Input->EEF
Enterprise
Environmental
Factors
All EEF ar...
By: Anand Bobade (nmbobade@gmail.com)
Organizational
Process Assets
All OPA as used as inputs.
Important OPA are:
Provides...
By: Anand Bobade (nmbobade@gmail.com)
13.2 Plan Stakeholder Management -> T&T
Expert Judgment Meetings
Analytical
Techniqu...
By: Anand Bobade (nmbobade@gmail.com)
13.2 Plan Stakeholder Manag.->T&T->Expert Judgement
Expert Judgment
Applied to deter...
By: Anand Bobade (nmbobade@gmail.com)
13.2 Plan Stakeholder Manag.->T&T->Meetings
Meetings
Experts and project team define...
By: Anand Bobade (nmbobade@gmail.com)
13.2 Plan Stakeholder Manag.->T&T->Analytical Techniques
Analytical
Techniques
Compa...
By: Anand Bobade (nmbobade@gmail.com)
13.2 Plan Stakeholder Management -> Output13.2 Plan Stakeholder Manag.->Output
Stake...
By: Anand Bobade (nmbobade@gmail.com)
13.2 Plan Stakeholder Manag. ->Output->Stakeholder MP
Stakeholder
Management Plan
Co...
By: Anand Bobade (nmbobade@gmail.com)
13.2 Plan Stakeholder Manag. ->Output->PD updates
Project
Documents
Updates
• Stakeh...
By: Anand Bobade (nmbobade@gmail.com)
13.2 Plan Stakeholder Management -> Process Flow
By: Anand Bobade (nmbobade@gmail.com)
13.2 Plan Stakeholder Management -> Review
Plan Stakeholder Management Definition
Pl...
By: Anand Bobade (nmbobade@gmail.com)
Self Assessment
A new PM who recently joined, has been given opportunity to work on ...
By: Anand Bobade (nmbobade@gmail.com)
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverag...
By: Anand Bobade (nmbobade@gmail.com)
13.3 Manage Stakeholder Engagement
Introduction
Manage Stakeholder Engagement Defini...
By: Anand Bobade (nmbobade@gmail.com)
Introduction – Stakeholder Management Processes
13.1 Identify Stakeholders
• Identif...
By: Anand Bobade (nmbobade@gmail.com)
13.3 Manage Stakeholder Engagement-> Introduction
Proactively manage stakeholder eng...
By: Anand Bobade (nmbobade@gmail.com)
13.3 Manage Stakeholder Engagement
Communicating & working
with stakeholder
Meet Nee...
By: Anand Bobade (nmbobade@gmail.com)
13.3 Manage Stakeholder Engagement -> ITTO
Inputs (4)
• Stakeholder
Management Plan
...
By: Anand Bobade (nmbobade@gmail.com)
13.3 Manage Stakeholder Engagement -> Inputs
Stakeholder
Management Plan
Communicati...
By: Anand Bobade (nmbobade@gmail.com)
13.3 Manage Stakeholder Engag.->Inputs->Stakeholder MP
Stakeholder
Management Plan
C...
By: Anand Bobade (nmbobade@gmail.com)
13.3 Manage Stakeholder Engag.->Inputs-> Comm. MP
Communications
Management Plan
Sta...
By: Anand Bobade (nmbobade@gmail.com)
13.3 Manage Stakeholder Engag.->Inputs->Change Log
Change Log
Use to document all ch...
By: Anand Bobade (nmbobade@gmail.com)
13.3 Manage Stakeholder Engag.->Inputs->OPA
Organizational
Process Assets
Communicat...
By: Anand Bobade (nmbobade@gmail.com)
13.3 Manage Stakeholder Engagement -> T&T
Communication
methods
Interpersonal
skills...
By: Anand Bobade (nmbobade@gmail.com)
13.3 Manage Stakeholder Engag.->T&T->Comm. methods
Communication
methods
Communicati...
By: Anand Bobade (nmbobade@gmail.com)
13.3 Manage Stakeholder Engag.->T&T->Interpersonal skills
Interpersonal skills
Liste...
By: Anand Bobade (nmbobade@gmail.com)
13.3 Manage Stakeholder Engag.->T&T->Management skills
Management
skills
Facilitate ...
By: Anand Bobade (nmbobade@gmail.com)
13.3 Manage Stakeholder Engagement -> Outputs
Issue Log Change Requests Project
Mana...
By: Anand Bobade (nmbobade@gmail.com)
13.3 Manage Stakeholder Engagement->Outputs->Issue log
Issue Log
Issues are problems...
By: Anand Bobade (nmbobade@gmail.com)
13.3 Manage Stakeholder Engagement -> Outputs
Issue Log
Change
Requests
PMP
Updates
...
By: Anand Bobade (nmbobade@gmail.com)
13.3 Manage Stakeholder Engagement -> Process Flow
By: Anand Bobade (nmbobade@gmail.com)
13.3 Manage Stakeholder Engagement -> Review
Manage Stakeholder Engagement Definitio...
By: Anand Bobade (nmbobade@gmail.com)
Self Assessment
Change request & stakeholder management goes hand in hand as all cha...
By: Anand Bobade (nmbobade@gmail.com)
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverag...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engagement
Introduction
Control Stakeholder Engagement Defi...
By: Anand Bobade (nmbobade@gmail.com)
Introduction – Stakeholder Management Processes
13.1 Identify Stakeholders
• Identif...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engagement-> Defination
Monitoring stakeholder
relationship...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engagement -> ITTO
Inputs (4)
• Project
Management Plan
• I...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engagement -> Inputs
Project
Management Plan
Issue Log
Work...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engag.->Inputs->PMP
Project
Management Plan
Stakeholder Man...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engag.->Inputs->Issue Log
Issue Log
Important tool used to ...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engag.->Inputs->WPD
Work
Performance
Data
The raw observati...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engag.->Inputs->Project Doc’s
Project
Documents
Examples
Ch...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engagement -> T&T
Information
Management
Systems
Expert Jud...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engagement->T&T->IMS
Information
Management
Systems
Project...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engagement->T&T->IMS
Expert Judgment
Senior management.
Sub...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engagement->T&T->IMS
Meetings
Status update meetings
Status...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engagement -> Outputs
Work Performance
Information
Change R...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engagement->Outputs->WPI
Work Performance
Information
The p...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engagement->Outputs->CR
Change Requests
Implementing contin...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engag.->Outputs->PMP updates
Project
Management
Plan Update...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engag.->Outputs->PD updates
Project
Documents
Updates
Stake...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engag.->Outputs->OPA updates
OPA Updates
Project
Reports
Pr...
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engagement -> Process Flow
By: Anand Bobade (nmbobade@gmail.com)
13.4 Control Stakeholder Engagement -> Review
Control Stakeholder Engagement Definit...
By: Anand Bobade (nmbobade@gmail.com)
Self Assessment
Project has procured new Call centre management software. Second day...
Learn Project Management & prepare for PMP exam:
• Learn visually
• Detailed coverage of all PMP concepts
• Sample Questio...
By: Anand Bobade (nmbobade@gmail.com)
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Pmp chap13 - project stakeholder management details

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Pmp chap13 - project stakeholder management details

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Pmp chap13 - project stakeholder management details

  1. 1. By: Anand Bobade (nmbobade@gmail.com) Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions PMBOK Chapter 13 : Project Stakeholder Management Identify Stakeholder Plan Stakeholder management Manage Stakeholder Engagement Control Stakeholder Engagement Mon. & ControlInitiating Planning Executing
  2. 2. By: Anand Bobade (nmbobade@gmail.com) Chap 13 - Project Stakeholder Management- Stakeholder Definition Stakeholder Management Definition Stakeholder Management Processes Each Process in details Review of Stakeholder Management knowledge area Self Assessment L1 L2 L3 L4
  3. 3. By: Anand Bobade (nmbobade@gmail.com) Stakeholder: An individual, group or organization who may affect, be affected by a decision, activity or outcome of the project. Chap 13 - Project Stakeholder Management
  4. 4. By: Anand Bobade (nmbobade@gmail.com) Start early & Continue throughout the project. Lay foundation for Project success Right Stakeholder identification is the first step Knowing your stakeholder, gives you ability to manage them Helps PM to define strategy to manage stakeholders Chap 13 - Project Stakeholder Management
  5. 5. By: Anand Bobade (nmbobade@gmail.com) Chap 13. Project Stakeholder Management-> Definition Identifying people, groups or organizations that could impact or impacted by the project. Analyze stakeholder expectations & their impact on project. Develop an appropriate stakeholder engagement strategies. Stakeholder Management Identify Analyze expectations Develop Strategy Engage People Group Organization
  6. 6. By: Anand Bobade (nmbobade@gmail.com) 13.1 Identify Stakeholders • Identifying people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project. 13.2 Plan Stakeholder Management • 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. 13.3 Manage Stakeholder Engagement • Communicating & working with stakeholders to meet their needs/ expectations, address issues as they occur, & foster appropriate stakeholder engagement in project activities through’t project life cycle. 13.4 Control Stakeholder Engagement • Monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders. Chap 13. Project Stakeholder Management-> Processes
  7. 7. By: Anand Bobade (nmbobade@gmail.com) 13.1 Identify Stakeholders Introduction Identify Stakeholders Definition Identify Stakeholders - ITTO Classification models Salience Model Additional stakeholder classification Data flow diagram Review Self Assessment
  8. 8. By: Anand Bobade (nmbobade@gmail.com) Initial Stakeholder Identification Those who are affected by the project Those who Influence the project Helps PM to properly focus on the stakeholders Ongoing Stakeholder Identification Revisit initial stakeholder list Project stakeholders changes occurs though out project lifecycle Helps PM to focus on the stakeholder relationship 13.1 Identify Stakeholders->Introduction
  9. 9. By: Anand Bobade (nmbobade@gmail.com) 13.1 Identify Stakeholders ->Definition Identifying Decision Activity Outcome People Group Organization Impact or Impacted by Project Analyzing & documenting stakeholder interests, involvement, influence, & potential impact on project success. Identifying people, groups or organizations that could impact or be impacted by a decision, activity or outcome of the project.
  10. 10. By: Anand Bobade (nmbobade@gmail.com) 13.1 Identify Stakeholders ->ITTO Inputs (4) • Project Charter • Procurement Documents • Enterprise Environmental Factors • Organizational Process Assets Tools & Techniques(3) • Stakeholder Analysis • Expert Judgment • Meetings Outputs(1) • Stakeholder Register
  11. 11. By: Anand Bobade (nmbobade@gmail.com) 13.1 Identify Stakeholders ->Inputs Project Charter Procurement Documents Enterprise Environmental Factors Organizational Process Assets
  12. 12. By: Anand Bobade (nmbobade@gmail.com) 13.1 Identify Stakeholders ->Inputs Project Charter Internal & External stakeholders - Sponsor or Customer Procurement Documents Contract or Proposal – help Identify stakeholders
  13. 13. By: Anand Bobade (nmbobade@gmail.com) 13.1 Identify Stakeholders ->Inputs Enterprise Environmental Factors Organizational Process Assets Stakeholder Register from old projects Lessons Learned Organization Structure External Agencies – Government. , Labor unions
  14. 14. By: Anand Bobade (nmbobade@gmail.com) 13.1 Identify Stakeholders ->T&T Stakeholder Analysis Expert Judgment Meetings
  15. 15. By: Anand Bobade (nmbobade@gmail.com) 13.1 Identify Stakeholders ->T&T -> Stakeholder analysis Stakeholder Analysis Understand Organization environment Identify Roles, interests, expectations, influence Identify Supporters (champions) & Challengers Asses stakeholder reactions & Leverage relationships Identify stakehold ers Analyze & Assess Classify or Group Conduct Meetings Document details It involves stakeholder identification and analysis. Used progressively till stakeholder register is developed.
  16. 16. By: Anand Bobade (nmbobade@gmail.com) 13.1 Identify Stakeholders ->T&T -> Stakeholder analysis Stakeholder Analysis • Project Management Team • Customer & Sponsor , Other PM'sInterviews • Project Team • Customer & Sponsor, Other PM’sWorkshop meetings • Project related document • Procurement related documentsDocument Review • PM, Consultant, PMO, everyone involved Expert Judgment Tools used for stakeholder identification/analysis:
  17. 17. By: Anand Bobade (nmbobade@gmail.com) 13.1 Identify Stakeholders ->T&T -> Stakeholder analysis Stakeholder Analysis Project Manager Project Management Team Project Team members Project Sponsor/Customer Users Customer Organization Company owner/shareholders/ partners Impacted Company departments Consultants Some of the common stakeholders: Name / Designation, company Phone Email Level of Power Level of influence Current Engageme nt Level Target Engagement Level Anand Bobade, PM, DC 123456 nmb@gmail.com H H Neutral Leading Ravindra, Director, ABC corp 453535 ravi@gmail.com H M Neutral Supporter
  18. 18. By: Anand Bobade (nmbobade@gmail.com) Stakeholder Analysis Positive Negative Direct Indirect Needs & Requiremen ts Analyse identified stakeholders: 13.1 Identify Stakeholders ->T&T -> Stakeholder analysis
  19. 19. By: Anand Bobade (nmbobade@gmail.com) Stakeholder Analysis Classify or group Stakeholder using classification Models: Power/ Interest Grid Power/ Influence grid Influence/ Impact Grid Salience Model 13.1 Identify Stakeholders ->T&T -> Stakeholder analysis
  20. 20. By: Anand Bobade (nmbobade@gmail.com) Stakeholder Analysis Interest Low High High Power H/L H/H L/L L/H Document interests & motivations Identify conflicting interests. Identify relationships between stakeholders. Determine level of participation required. Keep Satisfied Manage Closely Monitor Keep Informed How to manage? Power/Interest grid: 13.1 Identify Stakeholders ->T&T -> Stakeholder analysis
  21. 21. By: Anand Bobade (nmbobade@gmail.com) Stakeholder Analysis Identify Power & level of Influence. Identify stakeholders that can make project unsuccessful. Identify stakeholders whose influence evolves. Determine communication media and style. Influence Low High High Power H/L H/H L/L L/H Power/Influence grid: 13.1 Identify Stakeholders ->T&T -> Stakeholder analysis
  22. 22. By: Anand Bobade (nmbobade@gmail.com) Stakeholder Analysis • Ability to impose their will.Power • Need for immediate attention.Legitimacy • Appropriateness of their involvement level.Urgency Power LegitimacyUrgency Salience Model - Mitchell, Agle & Wood (1997-99) 13.1 Identify Stakeholders ->T&T -> Stakeholder analysis
  23. 23. By: Anand Bobade (nmbobade@gmail.com) Stakeholder Analysis • Dormant stakeholders: one attribute, low salience. do nothing.Green • Expectant stakeholders: two attributes, moderate salience. Always expecting somethingAmber • Definitive stakeholders: all three attributes, high salience. Immediate priority.Red Salience Model - Mitchell, Agle & Wood (1997-99) 13.1 Identify Stakeholders ->T&T -> Stakeholder analysis
  24. 24. By: Anand Bobade (nmbobade@gmail.com) Stakeholder Analysis • Best stakeholders. Get into project, if there is something horribly wrong. sharing micro- level details is not advisable. 1.Dormant: • Another wonderful classification. Give them regular status updates and they’ll be happy. 2.Discretionary: • People that think their work needs immediate attention. Spending much time & effort doesn't gain anything. 3.Demanding: • Have power and legitimacy, but do not have urgency. Focus on their expectations. 4.Dominant: 13.1 Identify Stakeholders ->T&T -> Stakeholder analysis
  25. 25. By: Anand Bobade (nmbobade@gmail.com) Stakeholder Analysis • Have power and urgency, but no legitimacy. Keep such stakeholders appropriately engaged or satisfied. 5.Dangerous: • Have no real power. Need to be managed as they can easily align themselves with others & hence influence project. 6.Dependent: • Critical stakeholders. Provide focused attention to these stakeholders.7.Definitive: • Investing time and effort on such people will not help. 8.Non- stakeholders: 13.1 Identify Stakeholders ->T&T -> Stakeholder analysis
  26. 26. By: Anand Bobade (nmbobade@gmail.com) Stakeholder Analysis • Project supporter with positive attitude.Champions • No direct involvement / spectator, No influence expected.Neutral • Challenge the project, project success barrios.Challenger • Can be champion or challenger. • Support Champion & manager Challenger. Decision Makers Additional classifications: 13.1 Identify Stakeholders ->T&T -> Stakeholder analysis
  27. 27. By: Anand Bobade (nmbobade@gmail.com) 13.1 Identify Stakeholders->T&T->Expert Judgment Expert Judgment Senior management. Subject matter experts. Industry groups and consultants. Professional and technical associations. Project managers experience in similar Projects. Identified stakeholders.
  28. 28. By: Anand Bobade (nmbobade@gmail.com) Meetings Interviews Project Management Team Customer & Sponsor Other PM's Workshop meetings Project Team Customer & Sponsor Other PM’s 13.1 Identify Stakeholders->T&T->Meetings
  29. 29. By: Anand Bobade (nmbobade@gmail.com) Meetings Who is directly & indirectly involved with the project? Who may be affected by the project’s outcome? Who gains or loses from the project’s success? Who wants to complete the project successfully and who doesn’t? Who are the suppliers, Competitors, shareholders? Who is the end user of the project? Is any local community impacted by the project or its outcome? Who has the authority to influence the project or its outcome? Who has the authority to make the project succeed or fail? Brainstorming Sessions: 13.1 Identify Stakeholders->T&T->Meetings
  30. 30. By: Anand Bobade (nmbobade@gmail.com) 13.1 Identify Stakeholders ->Output Stakeholder Register
  31. 31. By: Anand Bobade (nmbobade@gmail.com) 13.1 Identify Stakeholders ->Output->Stakeholder Register Stakeholder Register A project document including identification, assessment & classification of project stakeholders. Stakeholder assessment & classification information. Register will be updated with new stakeholders as Project progresses. (Continuous process) Name / Designation, company Contact Email Level of Power Level of influence Current Engagement Level Target Engagement Level Collecting Requirements Quality management planning Communication Management Planning Risk Management Planing To identify Risks Procurement Management planing Used in
  32. 32. By: Anand Bobade (nmbobade@gmail.com) 13.1 Identify Stakeholders ->Process Flow
  33. 33. By: Anand Bobade (nmbobade@gmail.com) 13.1 Identify Stakeholders -> Review Identify Stakeholders Definition Identify Stakeholders - ITTO Stakeholder classification Classification models Salience Model
  34. 34. By: Anand Bobade (nmbobade@gmail.com) Self Assessment Salience Model is used to categorized Stakeholders. It has three core attributes which helps in the classification, which one of the attribute is irrelevant. Answer: B. Influence • PowerA • InfluenceB. • LegitimacyC. • UrgencyD.
  35. 35. By: Anand Bobade (nmbobade@gmail.com) Project stakeholders identification exercise Project is launched to develop complete Hospital including building, setup functional team to execute operations. Identify the stakeholders for the project? Hospital Project Local Community Doctors Patients Medical Shops Blood banks Public in general Local Police Government Project Team, PM, Sponsor 2 Minutes
  36. 36. By: Anand Bobade (nmbobade@gmail.com) Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions
  37. 37. By: Anand Bobade (nmbobade@gmail.com) 13.2 Plan Stakeholder Management Introduction Plan Stakeholder Management Definition Plan Stakeholder Management - ITTO Stakeholder Engagement Assessment Matrix Stakeholder Management Plan Data flow diagram Review Self Assessment
  38. 38. By: Anand Bobade (nmbobade@gmail.com) Introduction – Stakeholder Management Processes 13.1 Identify Stakeholders • Identifying people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project 13.2 Plan Stakeholder Management • 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. 13.3 Manage Stakeholder Engagement • Communicating & working with stakeholders to meet their needs/ expectations, address issues as they occur, & foster appropriate stakeholder engagement in project activities through’t project life cycle. 13.4 Control Stakeholder Engagement • Monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.
  39. 39. By: Anand Bobade (nmbobade@gmail.com) 13.2 Plan Stakeholder Management Engage StakeholdersDeveloping Strategies To Needs Interests Impact Analyzing Developing appropriate management strategies to effectively engage stakeholders throughout project life cycle, based on analysis of their needs, interests & impact on project success.
  40. 40. By: Anand Bobade (nmbobade@gmail.com) 13.2 Plan Stakeholder Management-> ITTO Inputs (4) • Project Management Plan • Stakeholder Register • Enterprise Environmental Factors • Organizational Process Assets Tools & Techniques(3) • Expert Judgment • Meetings • Analytical Techniques Outputs(2) • Stakeholder Management Plan • Project Documents Updates
  41. 41. By: Anand Bobade (nmbobade@gmail.com) Project Management Plan Stakeholder Register Enterprise Environmental Factors Organizational Process Assets 13.2 Plan Stakeholder Management-> ITTO
  42. 42. By: Anand Bobade (nmbobade@gmail.com) 13.2 Plan Stakeholder Management->Input->PMP Project Management Plan Selected Project lifecycle & applicable processes details. Project execution details. Human resource plan & requirements details. Change Management plan. Communication needs & techniques.
  43. 43. By: Anand Bobade (nmbobade@gmail.com) 13.2 Plan Stakeholder Manag.->Input->Stakeholder Register Stakeholder Register Contains all information of identified Stakeholders. Stakeholder assessment & classification. Register will be updated with new stakeholders as Project progresses. Name / Designation, company Phone Email Level of Power Level of influence Current Engageme nt Level Target Engagement Level Anand Bobade, PM, DC 123456 nmb@gmail.com H H Ravindra, Director, ABC corp 453535 ravi@gmail.com H M
  44. 44. By: Anand Bobade (nmbobade@gmail.com) 13.2 Plan Stakeholder Manag.->Input->EEF Enterprise Environmental Factors All EEF are inputs. Adapt Management of Stakeholders to Project environment.
  45. 45. By: Anand Bobade (nmbobade@gmail.com) Organizational Process Assets All OPA as used as inputs. Important OPA are: Provides insight on previous Stakeholder Management plans 13.2 Plan Stakeholder Manag.->Input->OPA
  46. 46. By: Anand Bobade (nmbobade@gmail.com) 13.2 Plan Stakeholder Management -> T&T Expert Judgment Meetings Analytical Techniques
  47. 47. By: Anand Bobade (nmbobade@gmail.com) 13.2 Plan Stakeholder Manag.->T&T->Expert Judgement Expert Judgment Applied to determine stakeholder engagement level. Engagement level can change during project execution. Can be provided by group or Individual. Senior Management Team Members Other units or individuals Identified stakeholders Project managers of similar projects Industry experts SME's Individual Consultation: 1:1 meetings , Interviews Group discussion: Focus groups, Panel formats, Survey.
  48. 48. By: Anand Bobade (nmbobade@gmail.com) 13.2 Plan Stakeholder Manag.->T&T->Meetings Meetings Experts and project team defines the required engagement level of all stakeholders. This information will be a part of stakeholder management plan.
  49. 49. By: Anand Bobade (nmbobade@gmail.com) 13.2 Plan Stakeholder Manag.->T&T->Analytical Techniques Analytical Techniques Compare current engagement level to planned level. Engagement levels can be: Unaware Resistant Neutral Supportive Leading C: Current engagement level D: Desired engagement level Stakeholder Engagement Assessment Matrix: Develop a plan to change engagement level from Current to Desired.
  50. 50. By: Anand Bobade (nmbobade@gmail.com) 13.2 Plan Stakeholder Management -> Output13.2 Plan Stakeholder Manag.->Output Stakeholder Management Plan Project Documents Updates
  51. 51. By: Anand Bobade (nmbobade@gmail.com) 13.2 Plan Stakeholder Manag. ->Output->Stakeholder MP Stakeholder Management Plan Contains the management strategies to effectively engage the stakeholders. Based on the need of the project, plan can be: Formal or informal High level or detailed Current & Desired engagement levels. How to reduce resistance & maximize support. Describe Interrelationship between stakeholders. Comm. requirements (Information, Time, frequency, format etc) Methods of updating & refining stakeholder management plan. Input for collecting requirements. Plan contains:
  52. 52. By: Anand Bobade (nmbobade@gmail.com) 13.2 Plan Stakeholder Manag. ->Output->PD updates Project Documents Updates • Stakeholder can influence deliverables dates & resources impacting schedule. Schedule: • Addition of new stakeholders. • Change in stakeholders. Stakeholder Register :
  53. 53. By: Anand Bobade (nmbobade@gmail.com) 13.2 Plan Stakeholder Management -> Process Flow
  54. 54. By: Anand Bobade (nmbobade@gmail.com) 13.2 Plan Stakeholder Management -> Review Plan Stakeholder Management Definition Plan Stakeholder Management - ITTO Stakeholder Engagement Assessment Matrix Engagement Engagement levels Stakeholder Management plan
  55. 55. By: Anand Bobade (nmbobade@gmail.com) Self Assessment A new PM who recently joined, has been given opportunity to work on the IT infrastructure upgrade project for Manufacturing plant. PM has prepared the Stakeholder list. His Program manager asked him, if he completed populating Stakeholder Engagement Assessment Matrix. However, he never heard this before. What is Stakeholder Engagement Assessment Matrix? Answer: D. Analytical Techniques used in Plan Stakeholder Management. The Stakeholder Engagement Assessment Matrix is an example of Analytical techniques used in Plan Stakeholder Management. PMBOK section 13.2.2.3 • Analytical tool to asses Risk associated with Stakeholders.A • This is an output of Plan Stakeholders managementb. • This is a tool or technique used in Manage Stakeholder Engagementc. • Analytical Techniques used in Plan Stakeholder Management.d.
  56. 56. By: Anand Bobade (nmbobade@gmail.com) Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions
  57. 57. By: Anand Bobade (nmbobade@gmail.com) 13.3 Manage Stakeholder Engagement Introduction Manage Stakeholder Engagement Definition Manage Stakeholder Engagement- ITTO Communication plan & Communication methods Change log Issue log Data flow diagram Review Self Assessment
  58. 58. By: Anand Bobade (nmbobade@gmail.com) Introduction – Stakeholder Management Processes 13.1 Identify Stakeholders • Identifying people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project 13.2 Plan Stakeholder Management • 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. 13.3 Manage Stakeholder Engagement • Communicating & working with stakeholders to meet their needs/ expectations, address issues as they occur, & foster appropriate stakeholder engagement in project activities through’t project life cycle. 13.4 Control Stakeholder Engagement • Monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.
  59. 59. By: Anand Bobade (nmbobade@gmail.com) 13.3 Manage Stakeholder Engagement-> Introduction Proactively manage stakeholder engagement. Engage stakeholders at appropriate project stage. Re-confirm stakeholders continues commitment. Meet stakeholders expectations through negotiation & communication. Communication is the key. Anticipate potential concerns & address issues.
  60. 60. By: Anand Bobade (nmbobade@gmail.com) 13.3 Manage Stakeholder Engagement Communicating & working with stakeholder Meet Needs, expectations & address issues Foster stakeholders engagement Communicating & working with stakeholders to meet their needs/ expectations, address issues & foster stakeholder engagement throughout project. Help to increase support & minimize resistance from stakeholders, increasing chances of project success.
  61. 61. By: Anand Bobade (nmbobade@gmail.com) 13.3 Manage Stakeholder Engagement -> ITTO Inputs (4) • Stakeholder Management Plan • Communications Management Plan • Change Log • Organizational Process Assets Tools & Techniques(3) • Communication methods • Interpersonal skills • Management skills Outputs(5) • Issue Log • Change Requests • Project Management Plan Updates • Project Documents Updates • Organizational Process Assets Updates
  62. 62. By: Anand Bobade (nmbobade@gmail.com) 13.3 Manage Stakeholder Engagement -> Inputs Stakeholder Management Plan Communications Management Plan Change Log Organizational Process Assets
  63. 63. By: Anand Bobade (nmbobade@gmail.com) 13.3 Manage Stakeholder Engag.->Inputs->Stakeholder MP Stakeholder Management Plan Contains management strategies to effectively engage stakeholders. Contains data from Stakeholder Register. Current & Desired engagement levels. Interrelationship between stakeholders. Stakeholder communication requirements.
  64. 64. By: Anand Bobade (nmbobade@gmail.com) 13.3 Manage Stakeholder Engag.->Inputs-> Comm. MP Communications Management Plan Stakeholder Communication requirements. Information to be communicated & reason for it. Who will receive the information. Escalation process.
  65. 65. By: Anand Bobade (nmbobade@gmail.com) 13.3 Manage Stakeholder Engag.->Inputs->Change Log Change Log Use to document all changes that occurred during a project. Communicate Changes & their impact to appropriate stakeholders. Changes will go through Perform Integrated Change Control process. Change log is output of Perform Integrated CC process.
  66. 66. By: Anand Bobade (nmbobade@gmail.com) 13.3 Manage Stakeholder Engag.->Inputs->OPA Organizational Process Assets Communication requirements. Issue management procedures. Change control procedures. Historical information.
  67. 67. By: Anand Bobade (nmbobade@gmail.com) 13.3 Manage Stakeholder Engagement -> T&T Communication methods Interpersonal skills Management skills
  68. 68. By: Anand Bobade (nmbobade@gmail.com) 13.3 Manage Stakeholder Engag.->T&T->Comm. methods Communication methods Communication methods that are used to share information among project stakeholders. • Between 2 or more parties. • Multi‐directional. • Most Efficient way. • Ex: Meetings, Phone calls, Instant messaging, video conferencing Interactive • Sent to Specific recipients. • Distributed. • No sure understood? • Ex: Letters, Memos, Reports, Emails, Press releases. Push • Used for large volume. • Large audiences. • Recipient to access contents at own discretion. • Ex: E-Learning, Knowledge repositories Pull
  69. 69. By: Anand Bobade (nmbobade@gmail.com) 13.3 Manage Stakeholder Engag.->T&T->Interpersonal skills Interpersonal skills Listening Setting Expectations Persuading Negotiating Resolving Conflict Summarizing
  70. 70. By: Anand Bobade (nmbobade@gmail.com) 13.3 Manage Stakeholder Engag.->T&T->Management skills Management skills Facilitate consensus towards project objectives. Influence people to support project. Negotiate agreement to satisfy project needs. Modify organizational behaviour to accept project outcome.
  71. 71. By: Anand Bobade (nmbobade@gmail.com) 13.3 Manage Stakeholder Engagement -> Outputs Issue Log Change Requests Project Management Plan Updates Project Documents Updates OPA Updates
  72. 72. By: Anand Bobade (nmbobade@gmail.com) 13.3 Manage Stakeholder Engagement->Outputs->Issue log Issue Log Issues are problems, gaps, inconsistencies or conflicts that occur unexpectedly in the lifecycle of a project. Issues can include problems with staff or suppliers , technical failures, material shortages etc. It is a important tool used to manage issues. Also, used in manage Project team & control communications. For example: Unable to find skilled resources is a risk to the project . However , if a skilled team member suddenly meets with an accident & is hospitalized for 1 month, then it is an issue. Issue is a Risk that actually occurred.
  73. 73. By: Anand Bobade (nmbobade@gmail.com) 13.3 Manage Stakeholder Engagement -> Outputs Issue Log Change Requests PMP Updates Project Documents Updates OPA Updates Identify problems, gaps, inconsistencies, or conflicts Request a Change Issue resolved Change in communication frequency, format Communication need changes New stakeholder added, Existing stakeholder details changed Update lesson learned for any of these changes
  74. 74. By: Anand Bobade (nmbobade@gmail.com) 13.3 Manage Stakeholder Engagement -> Process Flow
  75. 75. By: Anand Bobade (nmbobade@gmail.com) 13.3 Manage Stakeholder Engagement -> Review Manage Stakeholder Engagement Definition Manage Stakeholder Engagement- ITTO Communication plan & Communication methods Change log Issue log
  76. 76. By: Anand Bobade (nmbobade@gmail.com) Self Assessment Change request & stakeholder management goes hand in hand as all changes should be communicated to required stakeholders. Which of the following statements about change is correct? Answer: A) Change requests are an output of Manage Stakeholder Engagement and the Change log is an input to Manage Stakeholder Engagement • Change requests are an output of Manage Stakeholder Engagement and the Change log is an input to Manage Stakeholder Engagement A • Change requests are an input to Manage Stakeholder Engagement and the Change log is an output to Manage Stakeholder Engagement B • Change requests are an output of Control Stakeholder Engagement and the Change log is an input to Manage Stakeholder Engagement C • Change requests are an input to Control Stakeholder Engagement and the Change log is an output to Manage Stakeholder Engagement D
  77. 77. By: Anand Bobade (nmbobade@gmail.com) Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions
  78. 78. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engagement Introduction Control Stakeholder Engagement Definition Control Stakeholder Engagement - ITTO Information Management Systems Data flow diagram Review Self Assessment
  79. 79. By: Anand Bobade (nmbobade@gmail.com) Introduction – Stakeholder Management Processes 13.1 Identify Stakeholders • Identifying people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project 13.2 Plan Stakeholder Management • 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. 13.3 Manage Stakeholder Engagement • Communicating & working with stakeholders to meet their needs/ expectations, address issues as they occur, & foster appropriate stakeholder engagement in project activities through’t project life cycle. 13.4 Control Stakeholder Engagement • Monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.
  80. 80. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engagement-> Defination Monitoring stakeholder relationships Adjusting strategies and plans Engaging stakeholders Monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders. It will increase efficiency & effectiveness of stakeholder engagement activities as project evolves.
  81. 81. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engagement -> ITTO Inputs (4) • Project Management Plan • Issue Log • Work Performance Data • Project Documents Tools & Techniques(3) • Information Management Systems • Expert Judgment • Meetings Outputs(5) • Work Performance Information • Change Requests • Project Management Plan Updates • Project documents Updates • OPA Updates
  82. 82. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engagement -> Inputs Project Management Plan Issue Log Work Performance Data Project Documents
  83. 83. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engag.->Inputs->PMP Project Management Plan Stakeholder Management Plan Management strategies to effectively engage stakeholders Comm. requirements (Information, Distribution reason , Time & frequency) Resources - Roles & Responsibilities
  84. 84. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engag.->Inputs->Issue Log Issue Log Important tool used to manage & resolve issues. Helps to monitor stakeholder related issues & dispute resolutions. Track end to end progress on issue resolutions.
  85. 85. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engag.->Inputs->WPD Work Performance Data The raw observations & measurements identified during activities performed to carry out the project work. It is the raw data of the project’s status. E.g. Actual cost, Actual duration, Percentage of work completed etc. Executing PG -> Direct and Manage Project work Work Performance Data Monitoring & Controlling PG Control Stakeholder Engagement.
  86. 86. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engag.->Inputs->Project Doc’s Project Documents Examples Change log Stakeholder Register Project schedule Project Communications Review project document to ensure they support effective stakeholder engagement & management
  87. 87. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engagement -> T&T Information Management Systems Expert Judgment Meetings
  88. 88. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engagement->T&T->IMS Information Management Systems Project information is managed & distributed using Varity of ways. Facilitate Reports consolidation & distributions. Sign-off documents, Letters, Memos & reports Hard‐copy Document management E‐mail, fax, voice mail, telephone, video and web conferencing, websites, and web publishing Electronic Communications Management Web interfaces to scheduling and Project management software EPMT – Electronic Project Management Tools
  89. 89. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engagement->T&T->IMS Expert Judgment Senior management. Subject matter experts. Industry groups and consultants. Professional and technical association.s Project managers experience in similar Projects. Identified stakeholders.
  90. 90. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engagement->T&T->IMS Meetings Status update meetings Status review Exchange information Risk/Issues update meetings Risk/Issues review Analyse information Engage stakeholder
  91. 91. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engagement -> Outputs Work Performance Information Change Requests Project Management Plan Updates Project Documents Updates OPA Updates
  92. 92. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engagement->Outputs->WPI Work Performance Information The performance data collected from various controlling processes Analysed in context and integrated based on relationships across areas PM analyse the work performance data, and this become key input for project decisions Monitoring & Controlling PG - > Control Stakeholder Engagement Work Performance Information Control Stakeholder Engagement
  93. 93. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engagement->Outputs->CR Change Requests Implementing contingency plan or workarounds sometime results in CR. Recommended Corrective actions • Lead to improve stakeholder engagement Recommended preventive actions • Reduce stakeholder issues
  94. 94. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engag.->Outputs->PMP updates Project Management Plan Updates Stakeholder Management plan – Update stakeholder management approach or strategy
  95. 95. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engag.->Outputs->PD updates Project Documents Updates Stakeholder Register Issue log Change log
  96. 96. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engag.->Outputs->OPA updates OPA Updates Project Reports Project Records Lessons learned Project communic ation
  97. 97. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engagement -> Process Flow
  98. 98. By: Anand Bobade (nmbobade@gmail.com) 13.4 Control Stakeholder Engagement -> Review Control Stakeholder Engagement Definition Control Stakeholder Engagement - ITTO Information Management Systems Issue log
  99. 99. By: Anand Bobade (nmbobade@gmail.com) Self Assessment Project has procured new Call centre management software. Second day in pilot execution, one call centre agent has observed some problems. In the daily stand-up team meeting, the PM learned that call recording in not working in some cases. After weeks of trying, vendor has still not been able to resolve problem. Where should this problem be recorded & tracked? Answer: B) Issue log Persistent problems should be recorded & tracked in the Issue log. • a. Procurement change logA • b. Issue logB • c. Change logC • d. Change RequestD
  100. 100. Learn Project Management & prepare for PMP exam: • Learn visually • Detailed coverage of all PMP concepts • Sample Questions
  101. 101. By: Anand Bobade (nmbobade@gmail.com) Additional Resources Visit Slide Share website & you will find other Knowledge area presentation… Please share!!

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