This document discusses the Monitor Stakeholder Engagement process which involves monitoring project stakeholder relationships and modifying engagement strategies as needed. Key inputs include the project management plan, project documents like risk registers, and work performance data. Tools include meetings, data analysis, decision making techniques, and communication skills. Outputs include updated work performance information, change requests, and updates to project documents and management plans.
Manage Stakeholder Engagement involves communicating and working with stakeholders to meet their needs, address issues, and foster involvement. It allows the project manager to increase support and minimize resistance. Key inputs include the project management plan, project documents, enterprise environmental factors, and organizational process assets. Tools include expert judgment, communication skills, meetings, and interpersonal skills. Outputs include change requests, updates to the project management plan and project documents.
This document discusses project stakeholder management. It provides an overview of identifying stakeholders, planning stakeholder management, and managing stakeholder engagement. Key points covered include identifying stakeholders using tools like stakeholder analysis, developing a stakeholder register output. It also discusses planning stakeholder management, including developing a stakeholder management plan using inputs like the stakeholder register and meetings to define engagement levels.
The process of Plan Stakeholder Engagement involves developing approaches to engage project stakeholders based on their needs and impact. Key inputs include the project charter, management plans, and documents like logs and registers. Tools like meetings, expert judgment, and data analysis techniques are used. The main output is the stakeholder engagement plan, which identifies strategies to effectively involve stakeholders in decision making and project execution.
The document discusses project stakeholder management as defined by PMBOK 13. It identifies the four key processes as identify stakeholders, plan stakeholder engagement, manage stakeholder engagement, and monitor stakeholder engagement. It provides overviews of the processes, inputs, tools and techniques, and outputs as well as key concepts, trends, tailoring considerations, and considerations for agile environments.
This document provides an overview of project stakeholder management based on the PMBOK 5th Edition. It discusses identifying stakeholders, planning stakeholder engagement, managing stakeholder engagement, and controlling stakeholder engagement. The objectives are to identify stakeholders, engage them, manage them, and control them to positively impact the project. Stakeholders are defined as any person or organization actively involved in a project or whose interests may be affected by the project. Project stakeholder management involves processes to identify stakeholders, analyze their expectations, and develop strategies to engage them throughout the project life cycle.
This document discusses project stakeholder management. It describes identifying stakeholders, planning stakeholder engagement, managing engagement, and monitoring engagement. The key steps are to identify stakeholders and assess their interests, power, and impact; develop a stakeholder engagement plan to effectively communicate with each group; work with stakeholders and address issues throughout the project; and monitor engagement and make adjustments as needed. The overall goal is to engage the appropriate stakeholders in order to help ensure project success.
The document summarizes the process of identifying and managing project stakeholders. It discusses identifying stakeholders through inputs like the project charter and analyzing them using tools like stakeholder analysis grids. It also covers planning stakeholder management by determining engagement strategies based on the stakeholder register and applying techniques like expert judgment and meetings. The goal is to develop a clear plan to interact with stakeholders and support the project's interests.
This document provides an overview of Module 13 on Project Stakeholder Management. The module contains 4 lessons that cover key concepts, planning stakeholder engagement, managing engagement, and monitoring engagement. Each lesson defines the process, describes inputs and outputs, and lists tools that can be used. The overall goal is to identify stakeholders, understand their needs, develop engagement strategies, communicate with stakeholders, and ensure strategies remain effective as the project evolves.
Manage Stakeholder Engagement involves communicating and working with stakeholders to meet their needs, address issues, and foster involvement. It allows the project manager to increase support and minimize resistance. Key inputs include the project management plan, project documents, enterprise environmental factors, and organizational process assets. Tools include expert judgment, communication skills, meetings, and interpersonal skills. Outputs include change requests, updates to the project management plan and project documents.
This document discusses project stakeholder management. It provides an overview of identifying stakeholders, planning stakeholder management, and managing stakeholder engagement. Key points covered include identifying stakeholders using tools like stakeholder analysis, developing a stakeholder register output. It also discusses planning stakeholder management, including developing a stakeholder management plan using inputs like the stakeholder register and meetings to define engagement levels.
The process of Plan Stakeholder Engagement involves developing approaches to engage project stakeholders based on their needs and impact. Key inputs include the project charter, management plans, and documents like logs and registers. Tools like meetings, expert judgment, and data analysis techniques are used. The main output is the stakeholder engagement plan, which identifies strategies to effectively involve stakeholders in decision making and project execution.
The document discusses project stakeholder management as defined by PMBOK 13. It identifies the four key processes as identify stakeholders, plan stakeholder engagement, manage stakeholder engagement, and monitor stakeholder engagement. It provides overviews of the processes, inputs, tools and techniques, and outputs as well as key concepts, trends, tailoring considerations, and considerations for agile environments.
This document provides an overview of project stakeholder management based on the PMBOK 5th Edition. It discusses identifying stakeholders, planning stakeholder engagement, managing stakeholder engagement, and controlling stakeholder engagement. The objectives are to identify stakeholders, engage them, manage them, and control them to positively impact the project. Stakeholders are defined as any person or organization actively involved in a project or whose interests may be affected by the project. Project stakeholder management involves processes to identify stakeholders, analyze their expectations, and develop strategies to engage them throughout the project life cycle.
This document discusses project stakeholder management. It describes identifying stakeholders, planning stakeholder engagement, managing engagement, and monitoring engagement. The key steps are to identify stakeholders and assess their interests, power, and impact; develop a stakeholder engagement plan to effectively communicate with each group; work with stakeholders and address issues throughout the project; and monitor engagement and make adjustments as needed. The overall goal is to engage the appropriate stakeholders in order to help ensure project success.
The document summarizes the process of identifying and managing project stakeholders. It discusses identifying stakeholders through inputs like the project charter and analyzing them using tools like stakeholder analysis grids. It also covers planning stakeholder management by determining engagement strategies based on the stakeholder register and applying techniques like expert judgment and meetings. The goal is to develop a clear plan to interact with stakeholders and support the project's interests.
This document provides an overview of Module 13 on Project Stakeholder Management. The module contains 4 lessons that cover key concepts, planning stakeholder engagement, managing engagement, and monitoring engagement. Each lesson defines the process, describes inputs and outputs, and lists tools that can be used. The overall goal is to identify stakeholders, understand their needs, develop engagement strategies, communicate with stakeholders, and ensure strategies remain effective as the project evolves.
This short presentation is about Project stakeholders. Who are the project stakeholders for a given project? Will briefly discuss the project manager, project management team, project team, sponsor, and other stakeholders.
The document discusses project stakeholder management based on Chapter 13 of the PMBOK Guide. It provides an overview of stakeholder identification processes, including defining stakeholders, analyzing their needs and impact, and developing engagement strategies. The key aspects covered are identifying stakeholders and their interests, classifying stakeholders using models like power/interest grids, and developing a stakeholder register to document them.
A lesson on how to conduct Stakeholder Management for a project in any industry. Project stakeholders are extremely important to project success. Knowing how to adequately management their expectations and influence on the project is very essential for the project manager.
PMP Chap 13 - Project stakeholder management OverviewAnand Bobade
PMP Chap 13 - Project stakeholder management Overview
When working on a project, there are many people or organizations that are dependent on and/or are affected by the final product or output. These people are the stakeholders of a project.
Stakeholder management involves taking into consideration the different interests and values stakeholders have and addressing them during the duration of the project to ensure that all stakeholders are happy at the end.
This branch of management is important because it helps an organization to achieve its strategic objectives by involving both the external and internal environments and by creating a positive relationship with stakeholders through good management of their expectations.
Stakeholder management is also important because it helps identify positive existing relationships with stakeholders. These relationships can be converted to coalitions and partnerships, which go on to build trust and encourage collaboration among the stakeholders.
PMP Training - 10 project communication managementejlp12
The document discusses project communication management. It defines communication management as ensuring timely generation, collection, distribution, storage, retrieval, and disposition of project information. Project managers spend most of their time communicating. There are various dimensions of communication, both formal and informal. The key processes discussed are identifying stakeholders, planning communication, distributing information, managing stakeholder expectations, and reporting performance. Effective communication is important for project success.
This document discusses project stakeholder management. It describes the key processes as identify stakeholders, plan stakeholder management, manage stakeholder engagement, and control stakeholder engagement. The processes aim to effectively engage stakeholders throughout the project life cycle to increase the chances of project success. Identifying stakeholders involves analyzing who could impact or be impacted by the project. Planning stakeholder management develops strategies to engage stakeholders based on their needs and potential impact. Managing engagement involves communicating with stakeholders and addressing issues. Controlling engagement monitors stakeholder relationships and makes adjustments as needed.
Watch Training video on YouTube: https://youtu.be/bXX5t1Jjh_M
Other processes presentation:
https://www.slideshare.net/anandbobade/chap-130-project-stakeholder-management-overview-141174203
https://www.slideshare.net/anandbobade/chap-131-identify-stakeholders
https://www.slideshare.net/anandbobade/chap-132-plan-stakeholder-engagement-141174396
https://www.slideshare.net/anandbobade/chap-133-manage-stakeholder
https://www.slideshare.net/anandbobade/chap-134-monitor-stakeholder
Project communication management involves planning, collecting, distributing, and managing project information. The key processes are:
1. Plan Communications Management - Developing a communication plan based on stakeholder needs and a communication requirements analysis.
2. Manage Communications - Creating, distributing, and storing project information according to the communication plan using various communication methods and technology.
3. Control Communications - Monitoring and controlling communications throughout the project to ensure stakeholder information needs are met. This includes reviewing performance reports, issues logs, and work performance data.
This document discusses key aspects of project scope management including defining scope management as creating a plan to define, validate and control scope. It also discusses collecting requirements through stakeholder interviews, focus groups and brainstorming. Finally, it discusses defining scope, creating a work breakdown structure, validating completed deliverables and controlling scope throughout a project.
05. Project And Organizational StructureBhuWan Khadka
Chapter 05 of ICT Project Management of IOE Engineering syllabus. This is an educational purposed slides. This chapter provides knowledge about system view of project management,functional organization, matrix organization ...and more.Provided by Project Management Sir of KU.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
An effective communications management plan is developed early to recognize stakeholders' diverse information needs. The plan considers methods for storing, retrieving, and disposing of project information. Regular reviews ensure the plan remains applicable. Key outputs include the communications management plan, updates to the project management plan such as the stakeholder engagement plan, and updates to documents like the project schedule and stakeholder register.
This document provides an overview of key project management tools and processes for monitoring and controlling a project. It discusses common reasons why projects fail such as unrealistic timeframes and scope creep. It then describes several tools that can be used at different stages of the project lifecycle to help prevent failure, including work breakdown structures, responsibility assignment matrices, issue/risk logs, and status reports. The document emphasizes establishing clear communication and maintaining centralized records through archiving lessons learned and project documents.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
The document discusses project management and outlines key aspects of planning and executing projects. It defines project management as planning, scheduling, directing and controlling resources to complete goals and objectives. It describes characteristics of projects, the project management lifecycle consisting of 5 phases, and lists essential qualities of a project manager including leadership, communication skills, and time management. It also provides details on various project planning activities such as defining goals, deliverables, schedules, supporting plans like human resources and risk management.
Project Mangement - overview of the Integration management knowledge area within project management. Describes the 7 processes within integration management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
All about project communications management.
project communication management process
communication planning
information distribution
performance reporting
administrative closure
improving project communication
The concepts and processes on how to perform project communications management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan communications management, manage communications, and monitor communications. This module is closely related with project stakeholder management module.
The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
The Identify Stakeholders process involves identifying and documenting individuals, groups, or organizations that may impact, be impacted by, or perceive themselves to be stakeholders in a project. Key inputs include the project charter, business documents, project management plan, project documents, agreements, and organizational assets. Stakeholders are identified using techniques like expert judgment, meetings, data gathering/analysis, and stakeholder mapping. The main output is a stakeholder register listing each stakeholder and their assessment information. Project documents and management plans may also be updated.
This document discusses the process of managing project knowledge according to the Project Management Body of Knowledge (PMBOK). It involves leveraging existing organizational knowledge and creating new knowledge to help achieve project objectives and contribute to organizational learning. Key inputs include the project management plan, project documents like a lessons learned register, and organizational process assets. Tools and techniques used include expert judgment, knowledge management, information management, and interpersonal skills. The main outputs are updates to the lessons learned register, project management plan, and organizational process assets.
This short presentation is about Project stakeholders. Who are the project stakeholders for a given project? Will briefly discuss the project manager, project management team, project team, sponsor, and other stakeholders.
The document discusses project stakeholder management based on Chapter 13 of the PMBOK Guide. It provides an overview of stakeholder identification processes, including defining stakeholders, analyzing their needs and impact, and developing engagement strategies. The key aspects covered are identifying stakeholders and their interests, classifying stakeholders using models like power/interest grids, and developing a stakeholder register to document them.
A lesson on how to conduct Stakeholder Management for a project in any industry. Project stakeholders are extremely important to project success. Knowing how to adequately management their expectations and influence on the project is very essential for the project manager.
PMP Chap 13 - Project stakeholder management OverviewAnand Bobade
PMP Chap 13 - Project stakeholder management Overview
When working on a project, there are many people or organizations that are dependent on and/or are affected by the final product or output. These people are the stakeholders of a project.
Stakeholder management involves taking into consideration the different interests and values stakeholders have and addressing them during the duration of the project to ensure that all stakeholders are happy at the end.
This branch of management is important because it helps an organization to achieve its strategic objectives by involving both the external and internal environments and by creating a positive relationship with stakeholders through good management of their expectations.
Stakeholder management is also important because it helps identify positive existing relationships with stakeholders. These relationships can be converted to coalitions and partnerships, which go on to build trust and encourage collaboration among the stakeholders.
PMP Training - 10 project communication managementejlp12
The document discusses project communication management. It defines communication management as ensuring timely generation, collection, distribution, storage, retrieval, and disposition of project information. Project managers spend most of their time communicating. There are various dimensions of communication, both formal and informal. The key processes discussed are identifying stakeholders, planning communication, distributing information, managing stakeholder expectations, and reporting performance. Effective communication is important for project success.
This document discusses project stakeholder management. It describes the key processes as identify stakeholders, plan stakeholder management, manage stakeholder engagement, and control stakeholder engagement. The processes aim to effectively engage stakeholders throughout the project life cycle to increase the chances of project success. Identifying stakeholders involves analyzing who could impact or be impacted by the project. Planning stakeholder management develops strategies to engage stakeholders based on their needs and potential impact. Managing engagement involves communicating with stakeholders and addressing issues. Controlling engagement monitors stakeholder relationships and makes adjustments as needed.
Watch Training video on YouTube: https://youtu.be/bXX5t1Jjh_M
Other processes presentation:
https://www.slideshare.net/anandbobade/chap-130-project-stakeholder-management-overview-141174203
https://www.slideshare.net/anandbobade/chap-131-identify-stakeholders
https://www.slideshare.net/anandbobade/chap-132-plan-stakeholder-engagement-141174396
https://www.slideshare.net/anandbobade/chap-133-manage-stakeholder
https://www.slideshare.net/anandbobade/chap-134-monitor-stakeholder
Project communication management involves planning, collecting, distributing, and managing project information. The key processes are:
1. Plan Communications Management - Developing a communication plan based on stakeholder needs and a communication requirements analysis.
2. Manage Communications - Creating, distributing, and storing project information according to the communication plan using various communication methods and technology.
3. Control Communications - Monitoring and controlling communications throughout the project to ensure stakeholder information needs are met. This includes reviewing performance reports, issues logs, and work performance data.
This document discusses key aspects of project scope management including defining scope management as creating a plan to define, validate and control scope. It also discusses collecting requirements through stakeholder interviews, focus groups and brainstorming. Finally, it discusses defining scope, creating a work breakdown structure, validating completed deliverables and controlling scope throughout a project.
05. Project And Organizational StructureBhuWan Khadka
Chapter 05 of ICT Project Management of IOE Engineering syllabus. This is an educational purposed slides. This chapter provides knowledge about system view of project management,functional organization, matrix organization ...and more.Provided by Project Management Sir of KU.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
An effective communications management plan is developed early to recognize stakeholders' diverse information needs. The plan considers methods for storing, retrieving, and disposing of project information. Regular reviews ensure the plan remains applicable. Key outputs include the communications management plan, updates to the project management plan such as the stakeholder engagement plan, and updates to documents like the project schedule and stakeholder register.
This document provides an overview of key project management tools and processes for monitoring and controlling a project. It discusses common reasons why projects fail such as unrealistic timeframes and scope creep. It then describes several tools that can be used at different stages of the project lifecycle to help prevent failure, including work breakdown structures, responsibility assignment matrices, issue/risk logs, and status reports. The document emphasizes establishing clear communication and maintaining centralized records through archiving lessons learned and project documents.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
The document discusses project management and outlines key aspects of planning and executing projects. It defines project management as planning, scheduling, directing and controlling resources to complete goals and objectives. It describes characteristics of projects, the project management lifecycle consisting of 5 phases, and lists essential qualities of a project manager including leadership, communication skills, and time management. It also provides details on various project planning activities such as defining goals, deliverables, schedules, supporting plans like human resources and risk management.
Project Mangement - overview of the Integration management knowledge area within project management. Describes the 7 processes within integration management and the process groups impacted.
Blog: https://agile-mercurial.com
YouTube: https://www.youtube.com/channel/UCPM82of2YuqIR1SgLGHa1eg
Twitter: https://twitter.com/agile_mercurial
Tumblr: https://agilemercurial.tumblr.com/
All about project communications management.
project communication management process
communication planning
information distribution
performance reporting
administrative closure
improving project communication
The concepts and processes on how to perform project communications management according to PMBOK Guide 6th edition. You'll find key concepts and terms, plan communications management, manage communications, and monitor communications. This module is closely related with project stakeholder management module.
The document outlines an agenda for a project management seminar. It will cover topics such as project governance, the project management knowledge areas, methodology, fundamentals, and introductions. The seminar leader has a background in information technology and project management. Breakout sessions are planned to discuss identifying potential projects, writing a project charter, and prioritizing projects. The seminar aims to provide an overview of key project management concepts.
The Identify Stakeholders process involves identifying and documenting individuals, groups, or organizations that may impact, be impacted by, or perceive themselves to be stakeholders in a project. Key inputs include the project charter, business documents, project management plan, project documents, agreements, and organizational assets. Stakeholders are identified using techniques like expert judgment, meetings, data gathering/analysis, and stakeholder mapping. The main output is a stakeholder register listing each stakeholder and their assessment information. Project documents and management plans may also be updated.
This document discusses the process of managing project knowledge according to the Project Management Body of Knowledge (PMBOK). It involves leveraging existing organizational knowledge and creating new knowledge to help achieve project objectives and contribute to organizational learning. Key inputs include the project management plan, project documents like a lessons learned register, and organizational process assets. Tools and techniques used include expert judgment, knowledge management, information management, and interpersonal skills. The main outputs are updates to the lessons learned register, project management plan, and organizational process assets.
Monitor Communications is the process of ensuring effective information flow to stakeholders as defined in the communications management plan. It involves monitoring communications artifacts and activities to determine if they are having the desired effect. Feedback is gathered through surveys, lessons learned, and stakeholder engagement assessments to identify needed changes to communications.
https://mloey.github.io/
We will discuss the following: Develop Project Charter, Develop Project Management Plan, Direct and Manage Project Work, Monitor and Control Project Work, Perform Integrated Change Control, Close Project or Phase.
The Plan Communications Management process develops an approach and plan for project communications based on stakeholder information needs, organizational assets, and project needs. An effective plan recognizes diverse stakeholder information needs and considers how information will be stored, retrieved, and ultimately disposed of. Regular reviews and updates ensure the plan remains applicable throughout the project. Key inputs include the project charter, project management plan, project documents, and organizational assets. Tools include expert judgment, communication analysis, models, and methods to develop the communications management plan and updates.
The document provides an overview of project integration management based on the PMBOK Guide. It discusses key concepts such as ensuring alignment of project activities and objectives. Ten knowledge areas of integration management are listed including scope, schedule, cost, quality, communication, procurement, resource, and risk management. Trends in integration management involve tools, visual management, knowledge management, and expanding project manager responsibilities. The document also covers tailoring integration management to the project life cycle, development approach, and environment as well as considerations for agile/adaptive projects.
This document discusses project stakeholder management. It provides an overview of the key knowledge areas and process groups related to stakeholder management. It then describes the four main processes for stakeholder management: identify stakeholders, plan stakeholder management, manage stakeholder engagement, and monitor stakeholder engagement. For each process, it outlines the inputs, tools and techniques, and outputs involved. The goal is to effectively engage stakeholders throughout the project life cycle to help ensure project success.
The 5-day training document outlines an agenda for PMP certification training. Day 1 introduces PMI, the PMP, and project management fundamentals like integration management and scope management. Days 2-3 cover additional knowledge areas through lectures and quizzes. Day 4 includes procurement and stakeholder management as well as a quiz. Day 5 reviews exam preparation templates and concludes the training. The training aims to provide the required project management education hours to qualify for the PMP certification exam.
The document discusses key concepts in project scope management according to the PMBOK Guide. It defines product and project scope, and outlines the main processes involved - plan scope management, collect requirements, define scope, create the work breakdown structure, validate scope, and control scope. For each process, it lists the typical inputs, tools and techniques, and outputs as defined in the PMBOK Guide. It also provides more details on some of the tools and techniques used such as interviews, prototypes, and variance analysis.
Project / Program / Portfolio Management and Processes GroupsAhmed Alageed
What are the differences between project, program, and portfolio management?
how the organization structure can affect projects?
what are the project management processes groups?
This document discusses the Manage Communications process, which involves ensuring timely and appropriate collection, creation, distribution, storage, retrieval, and disposition of project information. It provides the key benefit of enabling efficient and effective information flow between the project team and stakeholders. The inputs, tools and techniques, and outputs of the process are described, including the project management plan, project documents, work performance reports, and potential updates to the project management plan, project documents, and organizational process assets.
The document provides guidance on collecting requirements for a project. It describes collecting stakeholder needs through various techniques like interviews, focus groups, and workshops. Requirements are categorized as business, stakeholder, solution, transition, project, and quality requirements. Solution requirements include functional and non-functional requirements. Inputs to collecting requirements include the scope management plan, stakeholder register, and project charter to identify stakeholders and understand their needs. Techniques like brainstorming, nominal group, and user stories are used to generate and document requirements.
Organizational project maturity model (opm3)Daniele Pinto
The Organizational Project Management Maturity Model (OPM3) provides a framework for organizations to assess and improve their project management capabilities. It evaluates an organization's portfolio, program, and project management practices across multiple domains and maturity levels. The OPM3 implementation process involves conducting a gap analysis to understand current capabilities, defining improvement initiatives, and developing a roadmap to advance practices over time. Regular assessments are then used to plan additional improvements and monitor progress towards maturity. The model provides a comprehensive and structured approach to align an organization's project management with its strategic objectives.
This document summarizes a presentation on planning monitoring and evaluation (M&E) activities within the project cycle for USAID's PROGATI Project. It discusses the importance of using a project cycle management approach and logical framework to define objectives, strategies, and indicators to monitor progress. It also outlines the key steps in setting up an M&E system, standard M&E documents, and M&E tasks during project implementation including periodic reviews, reports, and assessing sustainability and lessons learned.
The document provides an overview of the Logical Framework Approach (LFA) for project management. It discusses how the LFA establishes a framework to clearly connect all components of a project, including the goal, objectives, activities, results, and indicators. This leads to achievement of expected outcomes through a tight relationship between the different components. The LFA helps ensure all aspects of a proposal are logically aligned and interconnected.
The document discusses project scope management. It provides an overview of the six scope management processes: creating a scope management plan, collecting requirements, defining scope, creating a work breakdown structure (WBS), validating scope, and controlling scope. These processes involve developing documents like a scope statement, requirements documentation, and a requirements traceability matrix (RTM) to define and manage the project scope. Inputs, tools and techniques, and outputs are described for each process. The scope management plan guides how scope will be defined, validated, and controlled throughout the project.
Monitoring and evaluation (M&E) of development projects provides organizations with better learning, improved service delivery, and accountability. M&E supports project implementation through evidence-based reporting to guide decisions, contributes to organizational learning and knowledge sharing, and upholds accountability. It also provides stakeholder feedback and demonstrates results. M&E includes continuous monitoring to track progress and analyze outputs, as well as periodic evaluations to compare plans to achievements, consider outcomes and costs, and attribute results. The benefits of M&E are regular feedback to make mid-course corrections, early problem identification, monitoring access and outcomes, and improving future projects.
The document discusses key aspects of program management according to PMI standards. It begins by introducing program management and defining it as the centralized coordinated management of related projects to achieve strategic benefits and objectives. It then covers several key elements of program management including: defining the program and developing the vision/roadmap; managing the portfolio of projects; governance structures like gate reviews and risk management; change management; and closing the program. Diagrams depict relationships between domains, the program lifecycle, and an example program organization structure.
This document discusses the key processes in project integration management: developing the project charter, developing the project management plan, directing and managing project execution, monitoring and controlling project work, performing integrated change control, and closing the project. It describes the objectives, inputs, tools and techniques, and outputs of each process. The overall aim of project integration management is to ensure proper coordination among project processes and help with decision-making to meet stakeholder expectations.
Discussion PMBoK Fifth Edition vs Fourth Edition vs ISO 21500 Project ManagementRobert_
Presentation with Dr. Lynda Bourne on the key change is the Fifth Edition PMBOK Guide in comparison to other Project Management Standards; ISO 21500 and the Fourth Edition ANSI/PMI 99-001-2008.
Similar to 13.4 Monitor Stakeholder Engagement (20)
Manage Team is the process of tracking team member performance, providing feedback, resolving issues, and managing team changes to optimize project performance. It involves skills like communication, conflict management, negotiation, and leadership. The key inputs are the project management plan, project documents like issues logs and lessons learned, work performance reports, and team performance assessments. Tools include conflict management techniques, decision making, influencing skills, and project management software. The main outputs are change requests, updates to the project management plan and documents, and updates to enterprise environmental factors.
This document discusses different types of contracts used in project management. It describes contracts as legal agreements between two or more parties. There are two main types of contracts: fixed-price contracts, used when requirements are well-defined, and cost-reimbursable contracts, best used when the scope is expected to change. Specific contract types are defined, including firm fixed price (FFP), fixed price incentive fee (FPIF), cost plus fixed fee (CPFF), and time and material (T&M) contracts.
This document describes the Conduct Procurements process, which coincides with PMBOK 12.2. The key inputs, tools/techniques, and outputs of the process are outlined. The process involves obtaining seller responses, selecting a seller, and awarding a contract. Expert judgement, data analysis, and negotiation are tools that can be used. The main output is selecting qualified sellers and establishing legal agreements/contracts.
Control Procurements is the process of managing procurement relationships and monitoring contract performance to ensure requirements are met. It involves reviewing agreements and documentation, analyzing work performance data, and addressing any issues through inspection, audits, and change requests. The goal is to close out contracts after requirements have been fulfilled based on the terms of the agreement. Updates from this process include updated procurement documentation, project management plans, and organizational process assets.
The Develop Schedule process involves analyzing activity sequences, durations, resources, and constraints to create a project schedule model. Key steps include identifying milestones, sequencing activities, estimating durations, and resolving conflicts. Tools like critical path method, resource optimization, and data analysis help generate the schedule. The output is a schedule baseline approved by stakeholders, which is later used to measure project performance.
The document discusses Plan Scope Management, which coincides with PMBOK Knowledge Area 5.1. It involves creating a scope management plan to define, validate, and control the project and product scope. The key benefit is providing guidance on how scope will be managed. Inputs include the project charter, project management plan, enterprise environmental factors and organizational process assets. Tools include expert judgment, data analysis and meetings. The main outputs are the scope management plan and requirements management plan.
Project Cost Forecasting Techniques with EAC, ETC, VAC, TCPIDavidMcLachlan1
Cost forecasting techniques are used to estimate the total expected cost of a project based on its current performance and remaining work. This includes estimating the expected total cost (EAC), remaining cost to complete the project (ETC), difference from planned budget (VAC), and level of efficiency needed (TCPI) based on formulas that factor in actual costs, budget, work completed, and current performance trends. An example is provided where a $10,000 project is 30% complete with $5,000 spent so far, and the EAC, ETC, VAC and TCPI are calculated using the relevant formulas.
Scenario - Project Management Processes | 2 of 2DavidMcLachlan1
The document outlines the key project management processes involved in planning and executing a project to move 200 employees to a new building. These include planning resource management, procurement, stakeholder engagement, communication, and risk management. The project manager then facilitates acquiring resources, managing risks, and engaging stakeholders. Upon completion, representatives validate the new space and systems before full deployment, with iterative improvements.
Scenario - Project Management Processes | 1 of 2DavidMcLachlan1
This document outlines the key processes involved in Project Management Process One. It begins by describing how a project charter and project management plan would be developed for a hypothetical project to move 200 employees to a new building. It then walks through how the scope, schedule, cost, and quality plans would be created by gathering requirements, defining deliverables, creating a work breakdown structure, estimating activities and costs, and developing a quality management plan. The document concludes by noting these initial plans will be used to monitor and control the project as it progresses.
Scenario - The Project Management EnvironmentDavidMcLachlan1
The document discusses a project management scenario where the project manager is tasked with moving 200 employees to a new building including setting up computers, phone systems, and meeting rooms. It describes understanding the organizational environment including existing processes, stakeholders, and systems. The project manager determines they will need knowledge of both project management and the functional area. They choose a waterfall approach given the stable requirements and set budget.
Agile Scenarios - Delivering an Agile EnvironmentDavidMcLachlan1
The consultant works with company leaders to implement Agile practices starting with one team. They identify 10 practices to implement, with Kanban selected first. A burndown chart and Kanban board are created and used to track progress. After two weeks, the first practice of Kanban is completed. More teams then adopt the approach over iterations and with a Scrum of Scrums process to coordinate progress across teams. After 10 iterations, most teams have implemented the targeted Agile practices.
The document describes an example scenario of a project team using agile practices to develop a new website with a shopping cart for a client. It outlines the key agile practices used: assembling a cross-functional team, working in short iterations to develop features, prioritizing a backlog of user stories, daily stand-ups to track progress, demonstrating work at the end of each iteration, and reflecting on lessons learned to improve. The team uses these practices to iteratively develop and deliver the website's sales page and shopping cart features to the client.
Rolling wave planning is an iterative planning technique where work that will occur sooner is planned in more detail, while future work is planned at a higher level. It involves decomposing work packages into more detailed activities as more information becomes known about upcoming near-term events. Rolling wave planning uses techniques like decomposition and iterative scheduling with a backlog and allows for progressive elaboration of work packages, planning packages, and releases whether using agile or waterfall approaches.
This document summarizes several agile and lean frameworks including Scrum, XP, Kanban, Behavior Driven Development, Agile Unified Process, Dynamic Systems Delivery Method, Crystal, Scrum of Scrums, Large Scale Scrum, Scaled Agile Framework, Enterprise Scrum, and Disciplined Agile. It provides brief descriptions of the core methods, principles, and techniques of each framework.
This document discusses several agile and lean frameworks including Scrum, Kanban, eXtreme Programming (XP), Feature Driven Development (FDD), and others. It provides overviews of each framework, describing their core practices, events, artifacts, principles, and how they relate to agile development.
The document discusses team chartering and measurement in agile environments. It states that in agile projects, teams initiate with a team charter that defines the project vision, stakeholders, definition of done, and working agreements. It also notes that agile favors measuring work completed through iterations using methods like burnup/burndown charts and estimating effort in story points. When adopting agile practices, the document recommends evolving the organization incrementally by treating changes as experiments and tracking progress using kanban boards.
The core Agile practices described in the document include whole team approach, early and frequent feedback, daily stand-ups, retrospectives, release and iteration planning, collaborative user story creation, demonstrations/reviews, and continuous integration. Some key benefits are enhancing communication, leveraging various skill sets, making quality everyone's responsibility, avoiding requirements misunderstandings, and promoting consistent project momentum.
3.0 The Agile Manifesto and Clarifying principlesDavidMcLachlan1
The Agile Manifesto outlines four values of agile development: individuals and interactions over processes and tools, working software over comprehensive documentation, customer collaboration over contract negotiation, and responding to change over following a plan. It also describes twelve clarifying principles of agile development including delivering working software frequently, having business and developers work closely together daily, and valuing face-to-face conversation.
2.0 The Differences Between Agile and Waterfall, Incremental, Iterative and H...DavidMcLachlan1
This document discusses different project life cycle models and how to choose the appropriate one based on a project's characteristics. It provides information on predictive, iterative, incremental, agile, and hybrid life cycles. Predictive life cycles are sequential with a single delivery, iterative life cycles use prototypes and feedback, incremental life cycles deliver in frequent smaller releases, and agile life cycles expect requirements to change with customer satisfaction increasing through early delivery. Hybrid models combine elements. The document also lists factors like demand patterns, team experience, and quality that influence tailoring the approach.
Control Costs is the process of monitoring project costs and managing changes to the cost baseline. It involves analyzing variances, forecasting costs, and updating cost estimates and budgets as needed. Key inputs include the cost management plan, cost baseline, and work performance data. Tools like earned value analysis, variance analysis, and forecasting are used. Outputs include updated cost forecasts, change requests, and revisions to cost documents and plans. The goal is to maintain an accurate cost baseline throughout the project.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
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Assessment and Planning in Educational technology.pptxKavitha Krishnan
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The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
Physiology and chemistry of skin and pigmentation, hairs, scalp, lips and nail, Cleansing cream, Lotions, Face powders, Face packs, Lipsticks, Bath products, soaps and baby product,
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Macroeconomics- Movie Location
This will be used as part of your Personal Professional Portfolio once graded.
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Prepare a presentation or a paper using research, basic comparative analysis, data organization and application of economic information. You will make an informed assessment of an economic climate outside of the United States to accomplish an entertainment industry objective.
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2. Monitor Stakeholder Engagement
Coincides with PMBOK 13.4
Process Group and Knowledge Area Mapping
Knowledge Areas Initiating Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group
4. Project Integration
Management
4.1 Develop Project Charter
4.2 Develop Project Management
Plan
4.3 Direct and Manage Project Work
4.4 Manage Project Knowledge
4.5 Monitor and Control Project Work
4.6 Perform Integrated Change Control
4.7 Close Project or Phase
5. Project Scope
Management
5.1 Plan Scope Management
5.2 Collect Requirements
5.3 Define Scope
5.4 Create WBS
5.5 Validate Scope
5.6 Control Scope
6. Project Schedule
Management
6.1 Plan Schedule Management
6.2 Define Activities
6.3 Sequence Activities
6.4 Estimate Activity Durations
6.5 Develop Schedule
6.6 Control Schedule
7. Project Cost Management
7.1 Plan Cost Management
7.2 Estimate Costs
7.3 Determine Budget
7.4 Control Costs
8. Project Quality
Management
8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality
9. Project Resource
Management
9.1 Plan Resource Management
9.2 Estimate Activity Resources
9.3 Acquire Resources
9.4 Develop Team
9.5 Manage Team
9.6 Control Resources
10. Project Communications
Management
10.1 Plan Communications
Management
10.2 Manage Communications 10.3 Monitor Communications
11. Project Risk
Management
11.1 Plan 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 Implement Risk Responses 11.7 Monitor Risks
12. Project Procurement
Management
12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements
13. Project Stakeholder
Management
13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement
13.3 Manage Stakeholder
Engagement
13.4 Monitor Stakeholder Engagement
3. Monitor Stakeholder Engagement
Coincides with PMBOK 13.4
What is it?
Monitor Stakeholder Engagement is the process of monitoring project
stakeholder relationships and tailoring strategies for engaging
stakeholders through modification of engagement strategies and
plans.
Why?
The key benefit of this process is that it maintains or increases the
efficiency and effectiveness of stakeholder engagement activities as
the project evolves and its environment changes.
4. Monitor Stakeholder Engagement
Coincides with PMBOK 13.4
Inputs, Tools & Techniques, Outputs
Inputs Tools & Techniques Outputs
1. Project management plan
• Resource management plan
• Communications
management plan
• Stakeholder engagement
plan
2. Project documents
• Issue log
• Lessons learned register
• Project communications
• Risk register
• Stakeholder register
3. Work performance data
4. Enterprise environmental factors
5. Organizational process assets
1. Data analysis
• Alternatives analysis
• Root cause analysis
• Stakeholder analysis
2. Decision making
• Multi-criteria decision analysis
• Voting
3. Data representation
• Stakeholder engagement assessment matrix
4. Communication skills
• Feedback
• Presentations
5. Interpersonal and team skills
• Active listening
• Cultural awareness
• Leadership
• Networking
• Political awareness
6. Meetings
1. Work performance information
2. Change requests
3. Project management plan updates
• Resource management plan
• Communications management
plan
• Stakeholder engagement
• plan
4. Project documents updates
• Issue log
• Lessons learned register
• Risk register
• Stakeholder register
5. Plan Stakeholder Engagement
Coincides with PMBOK 13.4
13.3
Manage
Stakeholder
Engagement
Project
Management
Plan
Enterprise /
Organization
• Communications management
plan
• Stakeholder engagement plan
• Enterprise environmental factors
• Organizational process assets
Project Documents
• Communications management plan
• Risk management plan
• Stakeholder engagement plan
• Change management plan
• Change log
• Issue log
• Lessons learned register
• Stakeholder register
Project
Management
Plan
Project
Documents
• Change log
• Issue log
• Lessons learned register
• Stakeholder register
4.6
Perform
Integrated
Change Control
4.3
Direct and
Manage Project
Work
• Work performance data
4.5
Monitor and
Control Project
Work
• Change requests
• Work performance information
6. Monitor Stakeholder Engagement - Inputs
Coincides with PMBOK 13.4
Project Management Plan
Project management plan components include:
1. Resource management plan
2. Communications management plan
3. Stakeholder engagement plan
7. Monitor Stakeholder Engagement - Inputs
Coincides with PMBOK 13.4
Project Documents
Project documents that can be considered as inputs for this
process include:
1. Issue log
2. Lessons learned register
3. Project communications
4. Risk register
5. Stakeholder register
8. Monitor Stakeholder Engagement - Inputs
Coincides with PMBOK 13.4
Work Performance Data
Work performance data contains data on project status such as which
stakeholders are supportive of the project, and their level and type of
engagement.
9. Enterprise Environmental Factors
The enterprise environmental factors that can influence Monitor
Stakeholder Engagement include:
• Organizational culture, political climate, and governance
structure of the organization
• Personnel administration policies
• Stakeholder risk thresholds
• Established communication channels
• Global, regional, or local trends, practices, or habits
• Geographic distribution of facilities and resources
Monitor Stakeholder Engagement - Inputs
Coincides with PMBOK 13.4
10. Organisational Process Assets
The organizational process assets that can influence Monitor
Stakeholder Engagement include:
• Corporate policies and procedures for social media, ethics, and
security
• Corporate policies and procedures for issue, risk, change, and
data management
• Organizational communication requirements
• Standardized guidelines for development, exchange, storage,
and retrieval of information
• Historical information from previous similar projects
Monitor Stakeholder Engagement - Inputs
Coincides with PMBOK 13.4
11. Monitor Stakeholder Engagement – Tools & Techniques
Coincides with PMBOK 13.4
Meetings
Types of meetings include status meetings, stand-up meetings,
retrospectives, and any other meetings as agreed upon in the stakeholder
engagement plan to monitor and assess stakeholder engagement levels.
Meetings are no longer limited by face-to-face or voice-to-voice
interactions. While face-to-face interactions are ideal, they can be
expensive. Teleconferencing and technology bridge the gap and provide
numerous ways to connect and conduct a meeting.
12. Monitor Stakeholder Engagement – Tools & Techniques
Coincides with PMBOK 13.4
Data Analysis
Data analysis techniques that can be used for this process include but
are not limited to:
1. Alternatives analysis
2. Root cause analysis
3. Stakeholder analysis
13. Monitor Stakeholder Engagement – Tools & Techniques
Coincides with PMBOK 13.4
Decision Making
Decision-making techniques that can be used for this
process include but are not limited to:
1. Multi-criteria decision analysis
2. Voting
14. Monitor Stakeholder Engagement – Tools & Techniques
Coincides with PMBOK 13.4
Data Representation
A data representation technique used in this process includes but is
not limited to a stakeholder engagement assessment matrix.
The stakeholder engagement assessment matrix monitors
stakeholder engagement through tracking changes in level of
engagement for each stakeholder.
15. Monitor Stakeholder Engagement – Tools & Techniques
Coincides with PMBOK 13.4
Communication Skills
Communication techniques that can be used for
this process include:
1. Feedback
2. Presentations
16. Monitor Stakeholder Engagement – Tools & Techniques
Coincides with PMBOK 13.4
Interpersonal and Team Skills
Interpersonal skills to that can be used for this process include:
1. Active listening
2. Cultural awareness
3. Leadership
4. Networking
5. Political awareness
17. Work performance information includes information about
the status of stakeholder engagement, such as the level of
current project support and compared to the desired levels
of engagement as defined in the stakeholder engagement
assessment matrix, stakeholder cube, or other tool.
Monitor Stakeholder Engagement – Outputs
Coincides with PMBOK 13.4
Work Performance Information
18. A change request may include corrective and preventive
actions to improve the current level of stakeholder
engagement.
Change requests are processed for review and disposition
through the Perform Integrated Change Control process
(4.6).
Monitor Stakeholder Engagement – Outputs
Coincides with PMBOK 13.4
Change Requests
19. Any change to the project management plan goes through the
organization’s change control process via a change request.
Components of the project management plan that may require
a change request include:
1. Resource management plan
2. Communications management plan
3. Stakeholder engagement plan
Monitor Stakeholder Engagement – Outputs
Coincides with PMBOK 13.4
Project Management Plan Updates
20. Project documents that may be updated as a result of carrying out
this process include but are not limited to:
• Issue log
• Lessons learned register
• Risk Register
• Stakeholder register
Monitor Stakeholder Engagement – Outputs
Coincides with PMBOK 13.4
Project Documents Updates
Editor's Notes
This process is performed throughout the project.
The resource management plan identifies the methods for team member management.
The communications management plan describes the plans and strategies for communication to the project’s stakeholders.
Defines the plan for managing stakeholder needs and expectations.
The issue log documents all the known issues related to the project and stakeholders.
Lessons learned earlier in the project can be applied in later phases of the project to improve the efficiency and effectiveness of engaging stakeholders.
These include the project communications that have been distributed to stakeholders as defined in the communications management plan and the stakeholder engagement plan.
The risk register contains the identified risks for the project, including those related to stakeholder engagement and interactions, their categorization, and list of potential responses.
The stakeholder register contains stakeholder information that includes but is not limited to stakeholder identification, assessment, and classification.
.
.
.
Alternatives analysis can be used to evaluate options to respond to variances in the desired results of stakeholder engagement.
A root cause analysis can be used to determine the basic underlying reason that stakeholder engagement is not having the planned effect.
The stakeholder analysis helps to determine the position of stakeholder groups and individuals at any particular time in the project.
Criteria for successful stakeholder engagement are prioritized and weighted to identify the most appropriate choice.
Voting can be used to select the best response for a variance in stakeholder engagement.
.
Feedback is used to ensure that the information to stakeholders is received and understood.
Presentations provide clear information to stakeholders.
Active listening is used to reduce misunderstandings and other miscommunication.
Cultural awareness and cultural sensitivity help the project manager to plan communications based on the cultural differences and requirements of stakeholders and team members.
Successful stakeholder engagement requires strong leadership skills to communicate the vision and inspire stakeholders to support the work and outcomes of the project.
Networking ensures access to information about levels of engagement of stakeholders.
Political awareness is used to understand the strategies of the organization, understand who wields power and influence in this arena, and to develop an ability to communicate with these stakeholders.
.
.
Team responsibilities for stakeholder engagement activities may need to be updated.
The project’s communication strategies may need to be updated.
Information about the project’s stakeholder community may need to be updated.
Information in the issue log indicates stakeholder attitudes and may need to be updated.
The lessons learned register is updated with information on challenges and how they could have been avoided. It is also updated with approaches that worked well for engaging stakeholders optimally, and those that did not work well.
The risk register may need to be updated with responses to stakeholder risks.
The stakeholder register is updated with information as a result of monitoring stakeholder engagement.