This document provides an overview of the process for identifying stakeholders according to the Project Management Body of Knowledge (PMBOK). It defines identifying stakeholders as analyzing and documenting the interests, involvement, influence and potential impact of people, groups or organizations impacted by a project's decisions, activities or outcomes. The document outlines the inputs, tools and techniques, and outputs of the identify stakeholders process. Key inputs include the project charter, business documents, project management plan and project documents. Tools include expert judgement, data gathering/analysis, and stakeholder mapping models. Outputs include a stakeholder register, potential changes to project documents and updates to the project management plan.
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.
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
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.
Project communications management involves identifying stakeholders, planning communications, distributing information, managing stakeholder expectations, and reporting performance. Effective communication is key, as project managers spend most of their time communicating. The communication process includes encoding messages, transmitting messages through a medium which can include noise, and decoding the message. Planning communications involves analyzing requirements, selecting communication methods and models. Information is then distributed according to the plan using various written and verbal techniques. Stakeholder expectations are managed through applying communication and interpersonal skills. Performance is reported using tools like Gantt charts and S-curves.
This document discusses project communication management. It defines project communication management as ensuring timely generation, collection, distribution, storage, retrieval and disposition of project information. Good communication is important for project success and career advancement for IT professionals. The document then outlines the key processes for project communication management: communication planning, information distribution, performance reporting, and stakeholder management. It provides details on developing communication plans, using different media for information distribution, reporting performance, and resolving stakeholder issues. Finally, it discusses using software tools to facilitate virtual project communications.
What are the differences between project and program management? How are they similar? What strategies are necessary for a successful transition from one to the other?
This presentation will address those questions and in addition provide practical guide lines and tips to those individuals aspiring be successful program managers as well as organizations that are in transition.
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 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.
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
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.
Project communications management involves identifying stakeholders, planning communications, distributing information, managing stakeholder expectations, and reporting performance. Effective communication is key, as project managers spend most of their time communicating. The communication process includes encoding messages, transmitting messages through a medium which can include noise, and decoding the message. Planning communications involves analyzing requirements, selecting communication methods and models. Information is then distributed according to the plan using various written and verbal techniques. Stakeholder expectations are managed through applying communication and interpersonal skills. Performance is reported using tools like Gantt charts and S-curves.
This document discusses project communication management. It defines project communication management as ensuring timely generation, collection, distribution, storage, retrieval and disposition of project information. Good communication is important for project success and career advancement for IT professionals. The document then outlines the key processes for project communication management: communication planning, information distribution, performance reporting, and stakeholder management. It provides details on developing communication plans, using different media for information distribution, reporting performance, and resolving stakeholder issues. Finally, it discusses using software tools to facilitate virtual project communications.
What are the differences between project and program management? How are they similar? What strategies are necessary for a successful transition from one to the other?
This presentation will address those questions and in addition provide practical guide lines and tips to those individuals aspiring be successful program managers as well as organizations that are in transition.
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 provides information on project management. It begins with an individual's biography and then discusses the objectives of a fundamentals of project management course. It defines what a project is, including that it is temporary with a start and end date. It also discusses key project management terms, the project life cycle, work breakdown structures, the role of the project manager, and how to implement project management.
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.
Project Management Office Roles Functions And BenefitsMaria Erland, PMP
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
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.
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.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
Here are 489 slides for you to successfully teach your next PMP/CAPM class with confidence. We have also included questions after each chapter to reinforce the concepts for better exam preparation. Purchase your copy today: http://www.advconsultants.com/product/pmp-capm-instructor-slides/
The presentation discuss in detail the Project Quality Management in light of PMI PMBOK prospective. After highlighting the basic concepts from PMBOK initial chapter, it captures the details from all the processes of PQM, mainly Plan Quality Management, Perform Quality Assurance and Control Quality. The presentation also includes some of the sample questions related to Project Quality Management.
1. This document introduces stakeholder management and its importance for successful projects and organizations. Stakeholders are individuals or groups that are impacted by or can impact a project or organization.
2. It defines stakeholders and provides examples of common stakeholder types for organizations. Organizational stakeholders must be identified and prioritized. Project stakeholders are also unique to each project.
3. Stakeholder influence comes from their legitimacy and power related to a project or organization. Stakeholders must be managed to maximize benefits and minimize negative impacts. Examples of successful and unsuccessful stakeholder management are provided.
The document discusses project communication management. It describes communication management as including processes to ensure the information needs of the project and stakeholders are met through developing artifacts and activities that achieve effective information exchange. It notes communication management has two parts - developing a strategy and implementing the strategy. It then lists various communication techniques and considerations for effective management, such as interactive, push, and pull communication, as well as monitoring communications to meet information needs as defined in the communications management plan.
Project stakeholder management involves identifying stakeholders, analyzing their needs and impact, and developing engagement strategies. It includes four processes: identify stakeholders; plan stakeholder management; manage stakeholder engagement through communication, addressing issues, and fostering involvement; and control engagement by monitoring relationships and adjusting strategies. Effective stakeholder management is critical to project success.
Project management involves planning, directing, and controlling resources to complete projects on time and within budget. There are three main types of project organization structures: pure project, functional project, and matrix project. A matrix project blends aspects of pure and functional projects by utilizing resources from different functional areas while allowing the project manager to decide tasks and timing. Key project management techniques include work breakdown structures to plan tasks hierarchically, network models to identify critical paths, and Gantt charts to schedule activities visually over time.
A simple guide to answering the question of "PMO Meaning".
This explains what is meant by the term PMO (project management office) and the different variants of PMO.
Topics covered
- What is a PMO
- Determining if it is a PMO
- Types of PMO
- PMO purpose
- PMO meaning
Reference to useful additional resources.
#PMO, #PMOmeaning, #projectmanagement
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/overview-of-program-management-1537
DOCUMENT DESCRIPTION
This presentation provides an overview to Program Management. It broadly follows the PMI's standard for Program Management. This document describes the context of the program, how to initiate and control projects as a part of program lifecycle, how to manage transitions, and how to obtain outcomes towards benefits realization. It also describes the key roles involved in program management and how Program Governance Board can facilitate program success.
Programs are taken up to realize benefits towards achieving organizational strategic objectives. Whereas projects produce discrete outputs, program management focuses on their synergization towards obtaining of outcomes and benefits.
Portfolio management is a key linking factor between program management and the organizational strategy. Programs, in turn consist of multiple inter-related projects collectively creating a coherent capability, which are then transitioned to the concerned functional departments to obtain desired outcomes.
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.
Communication is a project manager’s most important skill.
Project Managers have to communicate with management, customers, the project team members, and the rest of the stakeholders involved with the projects.
Program Management Offices (PgMOs) serve to provide portfolio, program and project management governance, policy, procedure, process, guidance, standards, tools, techniques, templates, methodologies, evaluation, risk, performance measurement, and reporting expertise in the role of a Center of Excellence. In implementing a PgMO, clients seek to ensure not only successful delivery of programs, projects and operations -- but also to obtain the benefits from a coordinated framework and methodology for continual improvement of program/project management, vendor management, ongoing operations management and resource management. Ideally, the proper setup, management, measurement & services offered at the PgMO will increase the likelihood of benefits realization within their organization and partner agencies.
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 document discusses project communications management. It describes determining communication needs, developing a communications management plan, and managing communications according to the plan. The key processes are planning communications, managing communications, and controlling communications to ensure stakeholder information needs are met. Techniques include communication requirements analysis, using appropriate communication technology and models, and distributing information through various methods and management systems. The overall benefit is enabling efficient and effective communication between project stakeholders.
Watch training video on YouTube: https://youtu.be/ZrNg-NiJVfk
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
Watch video of this presentation on YouTube: https://youtu.be/Q5OhVv-x4eo
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
https://www.slideshare.net/anandbobade/chap-51-plan-scope-management
https://www.slideshare.net/anandbobade/chap-52-collect-requirements
https://www.slideshare.net/anandbobade/chap-53-define-scope
https://www.slideshare.net/anandbobade/chap-54-create-wbs
https://www.slideshare.net/anandbobade/chap-55-validate-scope
https://www.slideshare.net/anandbobade/chap-56-control-scope
The document provides information on project management. It begins with an individual's biography and then discusses the objectives of a fundamentals of project management course. It defines what a project is, including that it is temporary with a start and end date. It also discusses key project management terms, the project life cycle, work breakdown structures, the role of the project manager, and how to implement project management.
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.
Project Management Office Roles Functions And BenefitsMaria Erland, PMP
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
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.
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.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
Here are 489 slides for you to successfully teach your next PMP/CAPM class with confidence. We have also included questions after each chapter to reinforce the concepts for better exam preparation. Purchase your copy today: http://www.advconsultants.com/product/pmp-capm-instructor-slides/
The presentation discuss in detail the Project Quality Management in light of PMI PMBOK prospective. After highlighting the basic concepts from PMBOK initial chapter, it captures the details from all the processes of PQM, mainly Plan Quality Management, Perform Quality Assurance and Control Quality. The presentation also includes some of the sample questions related to Project Quality Management.
1. This document introduces stakeholder management and its importance for successful projects and organizations. Stakeholders are individuals or groups that are impacted by or can impact a project or organization.
2. It defines stakeholders and provides examples of common stakeholder types for organizations. Organizational stakeholders must be identified and prioritized. Project stakeholders are also unique to each project.
3. Stakeholder influence comes from their legitimacy and power related to a project or organization. Stakeholders must be managed to maximize benefits and minimize negative impacts. Examples of successful and unsuccessful stakeholder management are provided.
The document discusses project communication management. It describes communication management as including processes to ensure the information needs of the project and stakeholders are met through developing artifacts and activities that achieve effective information exchange. It notes communication management has two parts - developing a strategy and implementing the strategy. It then lists various communication techniques and considerations for effective management, such as interactive, push, and pull communication, as well as monitoring communications to meet information needs as defined in the communications management plan.
Project stakeholder management involves identifying stakeholders, analyzing their needs and impact, and developing engagement strategies. It includes four processes: identify stakeholders; plan stakeholder management; manage stakeholder engagement through communication, addressing issues, and fostering involvement; and control engagement by monitoring relationships and adjusting strategies. Effective stakeholder management is critical to project success.
Project management involves planning, directing, and controlling resources to complete projects on time and within budget. There are three main types of project organization structures: pure project, functional project, and matrix project. A matrix project blends aspects of pure and functional projects by utilizing resources from different functional areas while allowing the project manager to decide tasks and timing. Key project management techniques include work breakdown structures to plan tasks hierarchically, network models to identify critical paths, and Gantt charts to schedule activities visually over time.
A simple guide to answering the question of "PMO Meaning".
This explains what is meant by the term PMO (project management office) and the different variants of PMO.
Topics covered
- What is a PMO
- Determining if it is a PMO
- Types of PMO
- PMO purpose
- PMO meaning
Reference to useful additional resources.
#PMO, #PMOmeaning, #projectmanagement
This Slideshare presentation is a partial preview of the full business document. To view and download the full document, please go here:
http://flevy.com/browse/business-document/overview-of-program-management-1537
DOCUMENT DESCRIPTION
This presentation provides an overview to Program Management. It broadly follows the PMI's standard for Program Management. This document describes the context of the program, how to initiate and control projects as a part of program lifecycle, how to manage transitions, and how to obtain outcomes towards benefits realization. It also describes the key roles involved in program management and how Program Governance Board can facilitate program success.
Programs are taken up to realize benefits towards achieving organizational strategic objectives. Whereas projects produce discrete outputs, program management focuses on their synergization towards obtaining of outcomes and benefits.
Portfolio management is a key linking factor between program management and the organizational strategy. Programs, in turn consist of multiple inter-related projects collectively creating a coherent capability, which are then transitioned to the concerned functional departments to obtain desired outcomes.
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.
Communication is a project manager’s most important skill.
Project Managers have to communicate with management, customers, the project team members, and the rest of the stakeholders involved with the projects.
Program Management Offices (PgMOs) serve to provide portfolio, program and project management governance, policy, procedure, process, guidance, standards, tools, techniques, templates, methodologies, evaluation, risk, performance measurement, and reporting expertise in the role of a Center of Excellence. In implementing a PgMO, clients seek to ensure not only successful delivery of programs, projects and operations -- but also to obtain the benefits from a coordinated framework and methodology for continual improvement of program/project management, vendor management, ongoing operations management and resource management. Ideally, the proper setup, management, measurement & services offered at the PgMO will increase the likelihood of benefits realization within their organization and partner agencies.
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 document discusses project communications management. It describes determining communication needs, developing a communications management plan, and managing communications according to the plan. The key processes are planning communications, managing communications, and controlling communications to ensure stakeholder information needs are met. Techniques include communication requirements analysis, using appropriate communication technology and models, and distributing information through various methods and management systems. The overall benefit is enabling efficient and effective communication between project stakeholders.
Watch training video on YouTube: https://youtu.be/ZrNg-NiJVfk
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
Watch video of this presentation on YouTube: https://youtu.be/Q5OhVv-x4eo
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
https://www.slideshare.net/anandbobade/chap-51-plan-scope-management
https://www.slideshare.net/anandbobade/chap-52-collect-requirements
https://www.slideshare.net/anandbobade/chap-53-define-scope
https://www.slideshare.net/anandbobade/chap-54-create-wbs
https://www.slideshare.net/anandbobade/chap-55-validate-scope
https://www.slideshare.net/anandbobade/chap-56-control-scope
The document discusses the Manage Communications process from the Project Communication Management knowledge area. Manage Communications involves creating, collecting, distributing, storing, retrieving and disposing of project information according to the communication management plan. It ensures effective information flow between stakeholders. Key inputs include the project management plan, project documents, work performance reports, and enterprise/organizational factors. Techniques include communication skills, project reporting, meetings, and using a project management information system. Outputs include updated project communications, management plans, documents, and organizational process assets.
Watch video of this presentation on YouTube: https://youtu.be/Q5OhVv-x4eo
PMBOK 6th edition updated slides by process:
https://www.slideshare.net/anandbobade/pmp-chap-50-scope-management-overview
https://www.slideshare.net/anandbobade/chap-51-plan-scope-management
https://www.slideshare.net/anandbobade/chap-52-collect-requirements
https://www.slideshare.net/anandbobade/chap-53-define-scope
https://www.slideshare.net/anandbobade/chap-54-create-wbs
https://www.slideshare.net/anandbobade/chap-55-validate-scope
https://www.slideshare.net/anandbobade/chap-56-control-scope
The document discusses the Plan Scope Management process which involves creating a Scope Management Plan and Requirements Management Plan. The Scope Management Plan documents how scope will be defined, validated, and controlled throughout the project. The Requirements Management Plan describes how requirements will be analyzed, documented, and managed. Key inputs include the project charter, project management plan, and organizational process assets. Expert judgement, data analysis, and meetings are techniques used. The outputs are the Scope Management Plan and Requirements Management Plan.
The document discusses the Define Activities process from the Project Schedule Management knowledge area. It defines activities as identifying and documenting specific actions needed to produce project deliverables. Activities are broken down through decomposition and documented in an activity list along with attributes. Rolling wave planning is used to define near term activities in detail and future activities at a higher level. The outputs are an activity list, activity attributes, milestone list, change requests and potential updates to the project management plan.
The document discusses the Control Scope process from the Project Management Body of Knowledge (PMBOK). It defines control scope as monitoring the project and product scope and managing changes to the scope baseline. It describes inputs like project documents and work performance data. Techniques include variance analysis to determine differences from the baseline and trend analysis using earned value. Outputs include change requests, updates to project documents and the project management plan, and work performance information. The goal is to avoid uncontrolled scope creep by managing changes through an integrated change control process.
PMP Chap 5.0 Scope Management OverviewAnand Bobade
The document discusses project scope management. It defines scope management as including processes to ensure a project includes all required work and only work needed to successfully complete the project. It outlines the six key processes in scope management: plan scope management, collect requirements, define scope, create a work breakdown structure, validate scope, and control scope. It also covers scope definitions, differences between project and product scope, considerations for predictive versus agile approaches, and the roles of business analysts.
The document defines the key deliverables and tasks for a Six Sigma project, including defining customer needs, project boundaries and value, and developing a project management plan. It discusses developing a communication plan, timeline, and gaining team consensus for the project plan. It also covers assessing project support through stakeholder analysis, recognizing resistance, and developing influence strategies.
PMP - Download 49 Processes Chart | PMBOK6 | Links to all Slides | Link to Yo...Anand Bobade
The document outlines the 49 processes in project management organized by knowledge areas. It includes initiating, planning, executing, monitoring and controlling, and closing processes. For each knowledge area like scope management and schedule management, it lists the relevant processes and provides links to presentation slides and YouTube videos explaining each process. The document was created by Anand Bobade to provide resources on understanding and learning the 49 processes.
The document discusses the process of monitoring risk in project management. It involves tracking identified risks, monitoring residual risks, identifying new risks, and evaluating the effectiveness of the risk management process. Key activities include performing data analysis, conducting risk audits and meetings, technical performance measurement, and reserve analysis. The goals are to improve the efficiency of the risk approach and optimize risk responses. Updates to project documents, risk register, and lessons learned are outputs of this process.
The document discusses project cost management and control cost processes. It provides definitions and explanations of key concepts like earned value management, cost and schedule performance indexes, variance analysis, and forecasting. It also includes examples of how to calculate earned value, schedule and cost variances, and performance indexes to monitor project performance and costs. Input, tools and techniques, and outputs of the control cost process are defined based on the Project Management Body of Knowledge.
The document discusses the process of determining the budget for a project. It involves aggregating estimated costs from the work breakdown structure to establish a cost baseline. The cost baseline is the approved time-phased budget that is used as a basis for monitoring costs. Determining the budget requires inputs like project documents, agreements, historical data, and the project management plan. Techniques used include cost aggregation, data analysis, and funding reconciliation. Key outputs are the cost baseline, funding requirements, and updates to project documents.
The document discusses the process of controlling the project schedule according to the Project Management Body of Knowledge (PMBOK) 6th edition. It describes controlling the schedule as monitoring project activities, updating progress, and managing changes to the schedule baseline. Key aspects covered include performing data analysis using techniques like earned value management, conducting schedule performance reviews, developing schedule forecasts, and identifying corrective actions if the schedule deviates from the plan.
Originally presented at XP2024 Bolzano
While agile has entered the post-mainstream age, possibly losing its mojo along the way, the rise of remote working is dealing a more severe blow than its industrialization.
In this talk we'll have a look to the cumulative effect of the constraints of a remote working environment and of the common countermeasures.
12 steps to transform your organization into the agile org you deservePierre E. NEIS
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
2. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
13.1 Identify Stakeholders
Identify Stakeholders process Definition
Identify Stakeholders - ITTO
Power/ Interest grid
Salience Model
Stakeholder cube
Stakeholder Register
Review
3. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Start early & Continue throughout the project.
Identify Stakeholders -> Overview
Lays a
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
4. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Identify Stakeholders -> Overview
Customers/users, Business
partners, Suppliers/Sellers,
Function & Operational
Managers
Program & Portfolio
Manager
Sponsor
Project Manager,
PM team, Project
Team Members
G3
G2
G1
5. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Identifying people, groups or organizations that could impact or
get impacted by a decision, activity or outcome of the project.
Analyzing & documenting stakeholder interests, involvement,
influence, & potential impact on project success.
Identifying
Decision Activity
Outcome
People Group
Organization
Impact or
Impacted by
Project
Identify Stakeholders -> Definition
6. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Identify Stakeholder -> ITTO
Project Charter
Business Documents
Project Management Plan
Project documents
Agreements
EEF
OPA
Stakeholder register
Change requests
PMP updates
Project document updates
Inputs Tools & Techniques Outputs
Expert Judgment
Data Gathering
Data analysis
Data Representation
Meetings
7. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Identify Stakeholders ->Inputs
Project Charter Business Documents
Project Management
Plan
Project documents
Agreements EEF OPA
8. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Identify Stakeholders ->Input -> Project Charter & Agreements
Contain a list of key stakeholders
Information about their responsibilities.
Project Charter
Agreements
Contract, MOU, SLA etc.
Buyer Seller or Supplier Contract signatories
9. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Business Documents
Following business documents will help with stakeholder identification
• Identifies the project objectives & an initial list of
stakeholders impacted by the project.
Business case
• Individuals and groups who will benefit from the
project outcome
Benefits management
plan
Identify Stakeholders ->Input -> Business Documents
Business Case
Benefit Management
plan
10. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Project
Management Plan
• Provides communication register with list of
stakeholder and there communication requirements.
Communication
Management plan
• Identifies management strategies and actions
required to effectively engage stakeholders
Stakeholder
engagement plan
Identify Stakeholders ->Input -> PMP
Communication
Management plan
Stakeholder
engagement plan
Following PMP subsidiary plans will help with stakeholder identification & engagement
Remember: Stakeholder identification happens throughout the project hence
these plan can be input once they are available.
11. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Project documents
Identify Stakeholders ->Input -> Project documents
Requirements
documents
Issue log Change Log
Following projects documents will help with stakeholder identification
• Information about potential stakeholders that are
relevant to specific requirements
Requirements
documents
• May contain stakeholder issues.
• New issues introduce a new stakeholder
Issue log
• Chang request raised by stakeholders.
• Changes may introduce new stakeholders.
Change Log
12. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Organization Structure, Organization Culture
Governance structure
Geographic distribution of facilities and resources
External Agencies – Government. , Labor unions
Stakeholder list of previous similar projects
Stakeholder register templates and guidelines
Lessons learned repository
Identify Stakeholders ->Inputs -> EEF & OPA
EEF
OPA
13. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Identify Stakeholders ->T&T
Expert Judgment Meetings Data Gathering
Data analysis Data Representation
14. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Expert Judgment
Understanding the politics and power structures in the organization
Knowledge of the industry or type of project deliverable
Knowledge of the wider environment and culture including customers
Knowledge of individual team members contributions and expertise
Project Sponsor
Project managers
experience in similar
Projects.
Functional managers
Subject matter
experts
Identify Stakeholders ->T&T -> Expert Judgment
15. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Data Gathering
Identify Stakeholders ->T&T -> Data Gathering
Brainstorming
Questionnaires/
surveys
Following data gathering techniques can be used for stakeholder identification
• Elicits input from team members or subject matter experts.
• May help identify many stakeholders.
• Individuals may brain-write before attending workshop.
Brainstorming
• Can get input from geographically distributed stakeholders.
• One-to-one interviews, focus group or mass surveys.
Questionnaires
and surveys
16. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Data analysis
Identify Stakeholders ->T&T -> Data analysis
Document analysis Stakeholder Analysis
Following data analysis techniques can be used for stakeholder analysis.
• lessons learned from previous projects may contain
information that may help identify stakeholders for
the current project
Document
analysis
17. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Identify Stakeholders ->T&T -> Data analysis -> Stakeholder analysis
Data analysis
Positions
Roles
Stakes
Expectatio
ns
Attitudes
Interest
Stakeholder Analysis:
• Stakeholder analysis results in a list of stakeholders.
• And relevant information like..
Stakeholder stakes can be a
combination of
Interest
Rights (legal/moral)
Ownership
Knowledge
Contribution
18. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Data Representation
Stakeholder mapping and representation is done through
Grids – Power/ interest /
Impact/ Influence
Directions of influence
Stakeholder cube Salience model
Identify Stakeholders ->T&T -> Data Representation
19. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Data Representation
Stakeholder mapping and representation through Power or
impact on Y axis and interest or influence on X axis.
• Grouping based on level of authority
(“power”) and level of concern (“interest”)
regarding the project outcomes
Power/
interest grid
• Grouping based on level of authority
(“power”) and their active involvement
(“influence”) in the project
Power/
influence
grid
• Grouping based on ability to effect project’s
planning or execution (“impact”) and their
active involvement (“influence”) in the
project
Impact/
influence
grid
Identify Stakeholders ->T&T -> Data Representation
20. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Interest
Low
High
High
PowerData Representation
Power/Interest grid: Grouping based on level of authority (“power”)
and level of concern (“interest”) regarding the project outcomes
Identify Stakeholders ->T&T -> Data Representation-> Power/Interest
Document interests &
motivations
Identify conflicting
interests.
Identify relationships
between stakeholders.
Determine level of
participation required.
H/L H/H
L/L L/H
Keep Satisfied Manage Closely
Monitor Keep Informed
How to manage?
S1 S2 S3
S4
S5
S6
21. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Data Representation
Power/Influence grid: Grouping based on level of authority
(“power”) and their active involvement (“influence”) in the project.
Identify Stakeholders ->T&T -> Data Representation-> Power/Influence
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
22. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Data Representation
Directions of influence
• Upward, Downward, Outward & Sideward
Identify Stakeholders ->T&T -> Data Representation-> Direction of influence
Outward -
Customers, JV
partners, suppliers,
government agencies
Sideward –
Other PM,
Functional
managers
Influence
Upward - Managing sponsors, management
Downward –Managing the team
23. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Data Representation
Stakeholder cube:
• The model uses the three axes of Attitude, Power, and
Interest, each running from negative to positive extremes,
with a node at each extreme.
Identify Stakeholders ->T&T -> Data Representation->Stakeholder cube
Saboteur
Time
Bomb
Irritant
Trip Wire
Savior
Sleeping
Giant
Acquaint
ance
Friend
24. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Salience model
• Describing classes of stakeholders based on their power, urgency and
legitimacy.
Identify Stakeholders ->T&T -> Data Representation -> Salience Model
Data Representation •Ability to impose their will.Power:
•Need for immediate attention.Legitimacy:
•Appropriateness of their involvement.Urgency:
25. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Identify Stakeholders ->T&T -> Data Representation -> Salience Model
Data Representation
Dormant:
One attribute –
Low salience.
Do nothing.
Expectant:
Two attribute –
Moderate salience.
Always expecting something.
Definitive:
Three attribute –
High salience.
Immediate priority
1.
Dormant
2.
Discretionary
3.
Demanding
4.
Dominant
5.
Dangerous
6.
Dependent
7.
Definitive
8. Non-
stakeholders
26. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Meetings
Used to develop an understanding of significant project stakeholders through
brainstorming techniques that gather and analyze data.
Identify Stakeholders ->T&T -> Meetings
They can take the form of
Facilitation workshops
Small group guided
discussions
Virtual groups (using electronics
or social media technologies)
28. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
A project document including identification, assessment & classification of project stakeholders.
Identification - Name, organizational position, location and contact details, role on the project
Assessment- Major requirements, expectations, potential influence, phase with most influence or impact
Classification - Internal/external, impact/influence/power/interest, upward/downward/outward/ sideward etc
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
Planning
To identify Risks
Procurement
Management
planing
Used in
Identify Stakeholders ->Output->Stakeholder Register
Stakeholder register
Register will be updated with new stakeholders as Project
progresses. (Continuous process)
29. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Change requests
The initial iteration of identifying stakeholders will not generate change requests.
As stakeholder identification continues throughout the project, new stakeholders or
new information about the stakeholders may result in a change request.
Identify Stakeholders ->Output -> Change requests
30. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
PMP updates
Following PMP/ Subsidiary plans may get updated
Identify Stakeholders ->Output -> PMP update
Stakeholder Engagement Plan
• Communication strategies for identified
stakeholders are recorded.
Requirements Management Plan
• New stakeholders can impact how requirement
activities will be planned, tracked, and reported
Communication Plan:
• Communication requirements and agreed-upon
communications strategies are recorded
Risk Management Plan
• Risk management Approach
31. PMBOK 6 - All rights reserved – 2019, By: Anand Bobade (nmbobade@gmail.com)
Project document
updates
Following project documents may get updated
Identify Stakeholders ->Output -> Project document updates
Assumption log
• information about the relative power,
interest, & engagement level of
stakeholders is based on assumptions
Issue log
• New issues raised as a result of
identifying stakeholders
Risk Register
• New risks identified