Stakeholder is the ‘IMPORTANT’ group that defines the acceptance criteria and acknowledges the success. Their effective management is an essential in today's Program Management.

1. PMBOK and SRMM Way
24-May-2014
Manish Srivastava
PMBOK and SRMM Way
Managing
Stakeholders
Source:The content of this presentation is based on the details from Project Management Institute (PMI) – Project
Management Body of Knowledge (PMBOK) 5th Edition and Stakeholder Relationship Management Maturity (SRMM)
paper submitted at PMI Global Congress EMEA 2008 by Dr. Lynda M. Bourne

2. What and How? Project Success
Projects within schedule, cost, quality and delivered scope can still be
termed ‘UNSATISFACTORY’ if the same has not been effectively
communicated and professed to the stakeholders and perceived accordingly.
Stakeholder is the ‘IMPORTANT’ group that defines the acceptance criteria
and acknowledges the success.
Stakeholder Management is one the critical aspect of Program
Management meant for defining, managing and ensuring desirable
outcomes. It is a continuous attempt to engage and manage the dynamic
needs and expectations of the important group and exceed in results.
PMI in their latest edition of PMBOK 5th edition has recognised this as an
important aspect and added as the tenth Knowledge Area. SRMM is a model
that helps and equips organisation to foster the relationships with
stakeholders for desired outcomes.

3. Who are they? Stakeholders
• People,groups or organisations that could
affect or be affected by a decision,activity or
outcome of the project.
• Their interest,involvement, influence and
interdependencies affects the project success.
ExternalInternal
Client Project Team(s) and all
other related members of its
organisation and beneficiaries
including other supporting
agencies.
Project Team(s) and all other
members of its organisation
involved in creating the project
benefits including all third
parties.

4. PMIWay Stakeholder Management
• PMI’s PMBOK has added a new Knowledge Area ‘Project
Stakeholder Management’in their 5th Edition.
• They have assigned four Project Management Process Groups.

5. PMIWay Stakeholder Management
• Stakeholder’s involvement and interest may have positive and
negative influence to the project outcomes and their
competing expectations might create conflicts within the
project.
• As part of project governance, it is essential to have processes
and frameworks in place that aligns stakeholder’s needs and
expectations with the project delivery cycle.
4 Process Groups

6. Identify Stakeholders
The process is for identifying all groups, members, organisations that directly or
indirectly,are going to get involved and influence the outcomes.
• List of all persons and representatives
• Invite for a collaborative workshop to study the project
requirements and intended benefits in detail
• Analyse the interests, expectations and influence of the
stakeholders and their relevance with project outcomes.
Stakeholder Management

7. Plan
An iterative process meant for strategising ways to effectively engage, manage
needs and expectations and synchronise the common perception among the group.
Based on the Stakeholder Register initiate and
establish an engagement with everyone.
Stakeholder Management

8. Manage Engagement
• This process is for working with stakeholders and communicating the progress and
fulfilment of their needs and expectations.
• It is about effective engagement at all level and fostering positive relationships with
all stakeholders and creating environment of acceptance and minimal resistance.
Build trust, resolve conflict, facilitate consensus,
influence, negotiate and create conducive platform to
deliver project objectives.
Stakeholder Management

9. Control Engagement
• A continuous process of monitoring engagement with stakeholder and realigning
them according to the needs and expectations and project deliverables.
• Meant for increasing the effectiveness and efficiency in all engagement activities.
Work Performance metrics related to schedule, cost,
scope, risk, quality, human resource and others are
disseminated regularly to all the stakeholders for update,
assessment, inputs, judgement and buy-in
Stakeholder Management
Project Tracking
System(s)

10. SRMM Stakeholder Management
Maturity Model for Stakeholder Management like
OPM3, CMMI, Risk…
SRMM is independent of any particular methodology. It is
use of a structured series of processes

11. SRMM - Levels Stakeholder Management
Predictive
Integrated
Relational
Procedural
Ad hoc some use of processes1
focus on processes and tools2
focus on stakeholders and mutual benefits3
methodology is integrated and repeatable
across all programs and projects4
used for health checks and predictive risk
assessment and management5
Levels of Stakeholder Relationship Maturity Model
helps the organisations to identify their readiness state and
starting point to improve further
5

12. SRMM - Readiness Stakeholder Management
SRMM Level Standard
Processes
Central
Support
Org-wide
Use
Beyond
Projects
Typical
Stakeholder
Communities
Risk handling &
Health Reviews
Ad hoc
     
Procedural
     
Relational
     
Integrated
     
Predictive
     

13. • Dr. Lynda M. Bourne (May 2008), Stakeholder Relationship
Management Maturity,PMI Global Congress EMEA
• Project Management Institute (PMI), Project Management Body of
Knowledge (PMBOK) 5th Edition
References

14. more to come…
Thank youThank you
Manish Srivastava
manish.srivastava@rediffmail.com
Source:The content of this presentation is based on the details from Project Management Institute (PMI) – Project
Management Body of Knowledge (PMBOK) 5th Edition and Stakeholder Relationship Management Maturity (SRMM)
paper submitted at PMI Global Congress EMEA 2008 by Dr. Lynda M. Bourne.
Kindly contact me on my email address for any suggestions and feedback.