Project stakeholder management overview

PROJECT STAKEHOLDER
MANAGEMENT
NOTES FOR THE EXAM
BY MARIA KIRK
NOTE: THIS SLIDESHOW IS JUST A SUMMARY OF THE CHAPTER 13 OF THE PMBOK 6TH
HOWVER YOU SHOULD READ ALL THE CHAPTER FOR BETTER UNDERSTAND.

13.1 UNDERSTAND THE FOUR PROCESSES IN THE PROJECT
STAKEHOLDERS KNOWLEDGE AREA
KNOWLEDGE AREA
13. PROJECT STAKEHOLDER MANAGEMENT:
PROJECT STAKEHOLDER MANAGEMENT INCLUDES PROCESS TO IDENTIFY WHO ARE THE STAKEHOLDERS OF THE PROJECT, THE PLAN
TO KEEP THEM ENGAGE IN THE PROJECT, HOW MANAGE THEIR ENGAGEMENT AND RELATIONSHIP, AND MONITOR THEIR
ENGAGEMENT, AS WELL THE STRATEGIES TO IMPROVE THEIR ENGAGEMENT.
PROJECT MANAGEMENT PROCESS GROUPS
Initiation Planning Executing Monitoring
&
Controlling
Closing
13.1 Identify
Stakeholders
13.2 Plan
Stakeholder
Engagement
13.3 Manage
Stakeholder
Engagement
13.4
Monitor
Stakeholder
Engagement

13.1 UNDERSTAND THE FOUR PROCESSES IN THE PROJECT STAKEHOLDERS
KNOWLEDGE AREA
(RATIONALE)
PROJECT STAKEHOLDER MANAGEMENT IS ONE OF THE MORE IMPORTANT PARTS OF A PROJECT. THIS
PROCESS IS DEVELOP EARLY AS SOON THE PROJECT CHARTER IS DONE, BECAUSE IS KEY TO SUCCESS IN A
PROJECT TO WISELY IDENTIFY YOUR STAKEHOLDERS AND KEEP THEM ENGAGE. THEREFORE THE
PROCESSES ARE IDENTIFICATION, PLAN TO KEEP THEM ENGAGE IN THE PROJECT, MANAGE THEIR
ENGAGEMENT AND MONITOR THEIR ENGAGEMENT.

KNOWLEDGE AREA
(RATIONALE)
13. PROJECT STAKEHOLDER MANAGEMENT PROCESSES OVERVIEW
INITIATING PLANNING EXECUTING CONTROL &
MONITOR
13.1 IDENTIFY
STAKEHOLDERS
13.2 PLAN
STAKEHOLDER
ENGAGEMENT
13.3 MANAGE
STAKEHOLDER
ENGAGEMENT
13.4 MONITOR
STAKEHOLDER
ENGAGEMENT
INPUTS INPUTS INPUTS INPUTS
1. Project Charter 1. Project Charter 1. Project
Management Plan
1. Project
Management Plan
2. Business
Documents
2. Project
Management Plan
2. Project Documents 2. Project Documents
3. Project Documents 3. Project Documents 3. EEF 3.EEF
4. Project
Management Plan
4. Agreements 4. OPA 4.OPA
5. Agreements 5. EEP
6. EEP 6. OPA
7. OPA

KNOWLEDGE AREA
(RATIONALE)
MONITOR
13.1 IDENTIFY
STAKEHOLDERS
13.2 PLAN
STAKEHOLDER
ENGAGEMENT
13.3 MANAGE
STAKEHOLDER
ENGAGEMENT
13.4 MONITOR
STAKEHOLDER
ENGAGEMENT
TOOLS &
TECHNIQUES
TOOLS &
TECHNIQUES
TOOLS &
TECHNIQUES
TOOLS &
TECHNIQUES
1. Expert Judgement 1. Expert Judgement 1. Expert Judgement 1. Data Analysis
2. Data Gathering 2. Data Gathering 2. Communication
Skills
2. Decision Making
3. Data Analysis 3. Data Analysis 3. Interpersonal and
Team Skills
3. Data
Representation
4. Data
Representation
4. Decision Making 4. Ground Rules 4. Communication
Skills
5. Meetings 5. Data 5. Meetings 5. Interpersonal and

KNOWLEDGE AREA
(RATIONALE)
MONITOR
13.1 IDENTIFY
STAKEHOLDERS
13.2 PLAN
STAKEHOLDER
ENGAGEMENT
13.3 MANAGE
STAKEHOLDER
ENGAGEMENT
13.4 MONITOR
STAKEHOLDER
ENGAGEMENT
OUTPUTS OUTPUTS OUTPUTS OUTPUTS
1. STAKEHOLDER
REGISTER
1. STAKEHOLDER
ENGAGEMENT PLAN
1. Change Requests 1. Work Performance
Information
2. Change Requests 2. Project
Management Plan
Updates
2. Change Requests
3. Project
Management Plan
Updates
3. Project Documents
Updates
3. Project
Management Plan
Updates
Updates
Updates

13.1 INPUTS – TOOLS AND TECHNIQUES –
OUTPUTS ON THE IDENTIFY STAKEHOLDER
PROCESS
13.1 IDENTIFY STAKEHOLDERS
THE PROCESS OF IDENTIFY STAKEHOLDERS SHOULD BE DONE EARLY IN THE
PROJECT.
INPUTS
1. PROJECT CHARTER: IDENTIFY THE STAKEHOLDERS LISTS
2. BUSINESS DOCUMENTS: ARE SOURCE OF INFORMATION ABOUT STAKEHOLDERS
1. BUSINESS CASE: IDENTIFY PROJECT OBJECTIVES AND IDENTIFY THE INITIAL LIST OF
STAKEHOLDERS
2. BENEFITS MANAGEMENT PLAN: DESCRIBES THE PLAN FOR REALIZING THE BENEFITS
CLAIMED IN THE BUSINESS CASE AND MAY IDENTIFY SOME GROUPS THAT CAN BE
RESULT BENEFICIATE WITH THE EXPECTED BENEFIT AND CAN BE CONSIDER
STAKEHOLDERS.

PROCESS
INPUTS
3. PROJECT MANAGEMENT PLAN
ALTHOUGH THE PROJECT MANAGEMENT PLAN IS NOT FINISH AT THE POINT TO
IDENTIFY STAKEHOLDERS, ONE IS DEVELOPED SOME OF THEIR SUB-COMPONENTS ARE
INPUTS FOR THE 4 PROCESSES.
THOSE SUB-COMPONENTS ARE:
1. THE COMMUNICATION MANAGEMENT PLAN: THE PLAN IS STRONGLY LINK TO THE
STAKEHOLDER ENGAGEMENT
2. STAKEHOLDER MANAGEMENT PLAN: IDENTIFY THE STRATEGIES AND ACTIONS REQUIRED
TO EFFECTIVELY ENGAGE STAKEHOLDERS.

PROCESS
INPUTS
4. PROJECT DOCUMENTS
IS UNLIKELY THAT PROJECT DOCUMENTS ARE INPUTS DURING THE IDENTIFICATION OF
STAKEHOLDERS PROCESS, HOWEVER THE IDENTIFICATION OCCUR DURING ALL THE
PROJECT, THEREFORE SOME PROJECT DOCUMENTS BECOME INPUTS. THEY ARE
1. CHANGE LOG : TO INCORPORATE NEW STAKEHOLDERS, OR REFLECT THE CHANGE IN THE
NATURE OF ONE STAKEHOLDER.
2. ISSUE LOG: NEW STAKEHOLDERS, OR CHANGES ON THE LEVEL OF PARTICIPATION OF
CURRENT STAKEHOLDERS.
3. REQUIREMENTS DOCUMENTATION: TO IDENTIFY THE POTENTIAL STAKEHOLDERS.

OUTPUTS ON THE STAKEHOLDER PROCESS
INPUTS
5. AGREEMENTS: AGREEMENTS CAN CONTAIN REFERENCES THAT ALLOW
IDENTIFY STAKEHOLDERS.
6. ENTERPRISE ENVIRONMENTAL FACTORS: ORGANIZATIONAL CULTURE,
POLITICAL CLIMATE AND GOVERNANCE FRAMEWORK, GOVERNMENT OR
INDUSTRY STANDARDS, AND GEOGRAPHIC DISTRIBUTION.
7. ORGANIZATIONAL PROCESS ASSETS: STAKE HOLDER REGISTER TEMPLATES,
STAKEHOLDERS REGISTER FROM PREVIOUS PROJECTS.

PROCESS
THE TOOLS AND TECH USED ARE MOST RECOMPILATION OF INFORMATION AND MEETING TO
THE HELP IDENTIFY STAKEHOLDER AND THEIR LEVEL OF IMPACT IN THE PROJECT.
TOOLS AND TECHNIQUES
1. EXPERT JUDGEMENT
2. DATA GATHERING: INFORMATION COLLECTED FROM SURVEYS AND QUESTIONNAIRES AND
BRAINSTORMING.
3. DATA ANALYSIS: THIS DATA SHOWS WHY AND WHAT THE STAKEHOLDER IS THE PROJECT
INCLUDES:
1. STAKEHOLDER ANALYSIS: WHAT POSITION HAS IN THE ORGANIZATION?, ROLE IN THE PROJECT?,
INTEREST IN THE PROJECT (POSITION: OWNER OR RIGHT TO BE BECAUSE THEIR FINANCIAL
CONTRIBUTION.
2. DOCUMENTS ANALYSIS: ANALYSIS OF DOCUMENTS FROM PREVIOUS PROJECTS THAT CAN
CONTRIBUTE TO IDENTIFY STAKEHOLDERS.

PROCESS
4. DATA REPRESENTATION: INCLUDES THE MAPPING OR REPRESENTATION OF STAKEHOLDERS BY
CATEGORIZE THEM. THIS CATEGORIZATION HELP TO BUILD THE RELATIONSHIP BETWEEN THE
STAKEHOLDERS AND THE PROJECT TEAM.
1. POWER/INTERESTED-POWER/INFLUENCE GRID-IMPACT/INFLUENCE: THE STAKEHOLDERS HAS
POWER, ARE CONCERN OR INTEREST ABOUT THE SUCCESS OF THE PROJECT, OR THEY HAVE ABILITY
TO INFLUENCE IN PROJECT DECISIONS, AND ABILITY TO MAKE CHANGES. NORMALLY THIS
CATEGORY IS USED IN SMALL PROJECTS.
2. STAKEHOLDERS CUBE: THIS TOOL COMBINE THE CATEGORY ABOVE IN A TRIDIMENSIONAL MODEL
THAT ALLOW IDENTIFY THE STAKEHOLDER COMMUNITY BETTER AND PLAN BETTER STRATEGIES TO
IMPROVE THEIR ENGAGEMENT.
3. SALIENCE MODEL: THIS TECHNIQUE ASSESS THE STAKEHOLDER POWER (LEVEL OR AUTHORITY OR
INFLUENCE IN THE PROJECT OUTCOMES) URGENCY (NEEDS FOR IMMEDIATE ATTENTION), AND
LEGITIMACY (THEIR INVOLVEMENT IS APPROPRIATE?). THIS TECHNIQUE IS USEFUL FOR LARGE
PROJECTS WITH A COMPLEX STAKEHOLDER COMMUNITY.

PROCESS
4. DATA REPRESENTATION:
4. DIRECTIONS AND INFLUENCE: CLASSIFIES STAKEHOLDERS ACCORDING TO THEIR INFLUENCE ON THE
WORK OF THE PROJECT OR THE PROJECT TEAM ITSELF, THIS CAN BE SUB-CATEGORIZED ON:
1. UPWARD (SENIOR MANAGEMENT OR THE CUSTOMER ORGANIZATION, SPONSOR, AND STEERING
COMMITTEE)
2. DOWNWARD (TEAM SPECIALISTS THAT CONTRIBUTE WITH THEIR KNOWLEDGE TEMPORARILY)
3. OUTWARD (STAKEHOLDERS THAT ARE OUTSIDE THE PROJECT TEAM, SUCH A SUPPLIERS, GOVERNMENT
DEPARTMENTS, PUBLICS, END-USERS)
4. SIDEWARD (THE PEERS OR UPPER CLASS PROJECT MANAGERS, MIDDLE MANAGERS WHO ARE
COLLABORATE WITH THE PROJECT MANAGER BECAUSE SHORTAGE IN RESOURCES AND SHARE
INFORMATION).
5. PRIORITIZATION: THIS TECHNIQUE MAY BE NECESSARY TO IDENTIFY STAKEHOLDERS IN LARGE
PROJECTS, WITH MANY NUMBER OF STAKEHOLDERS OR THE STAKEHOLDER COMMUNITY IS VERY
COMPLEX.
5. MEETINGS

PROCESS13.1 IDENTIFY STAKEHOLDERS
THE MAJOR OUTPUT OF THIS PROCESS IS THE STAKEHOLDER REGISTER.
OUTPUTS
1. STAKEHOLDER REGISTER: CONTAIN INFORMATION ABOUT THE STAKEHOLDERS
LIKE:
1. IDENTIFICATION INFORMATION: NAME, ORGANIZATIONAL POSITION, LOCATION AND
CONTACT DETAILS, AND ROLE ON THE PROJECT.
2. ASSESSMENT INFORMATION: MAJOR REQUIREMENTS, EXPECTATIONS, POTENTIAL FOR
INFLUENCING IN PROJECTS OUTCOMES, WHAT IS THE PHASE OF THE PROJECT THAT THIS
STAKEHOLDER HAS MORE INFLUENCE?
3. STAKEHOLDER CLASSIFICATION: INTERNAL/EXTERNAL.
IMPACT/INFLUENCE/POWER/INTEREST, UPWARD/DOWNWARD/OUTWARD/SIDEWARD AND
OTHER ANY CLASSIFICATION CHOSEN BY THE PROJECT MANAGER.

OUTPUTS ON THE STAKEHOLDER PROCESS
OTHER IMPORTANT OUTPUTS ON THE IDENTIFICATION PROCESS ARE THE ONES REFLECT THE
COMMUNICATION REQUIREMENTS AND AGREE-UPON OF COMMUNICATION STRATEGIES. THOSE CAN
CAUSE SOME RISK THAT IS RECORDED IN THE PROPER PLAN AS WELL NEW REQUIREMENTS FROM NEW
STAKEHOLDERS.
OUTPUTS
2. CHANGE REQUESTS: SINCE THE IDENTIFICATION PROCESS IS DURING THE PROJECT, MAY CHANGES CAN BE
REQUESTED.
3. PROJECT MANAGEMENT PLAN UPDATES:
• THE COMMUNICATION MANAGEMENT PLAN: COMMUNICATIONS REQUIREMENTS AND AGREED-UPON COMMUNICATIONS
STRATEGIES ARE RECORDED IN THE COMMUNICATION MANAGEMENT PLAN.
• STAKEHOLDER MANAGEMENT PLAN: AGREED-UPON COMMUNICATIONS STRATEGIES ARE RECORD IN THE STAKEHOLDER
MANAGEMENT PLAN AS WELL.
• THE REQUIREMENT MANAGEMENT PLAN: TO REFLECT NEW REQUIREMENTS FROM NEW IDENTIFIED STAKEHOLDERS.
• THE RISK MANAGEMENT PLAN: THE STAKEHOLDER COMMUNICATION REQUIREMENTS AND THE AGREE-UPON
COMMUNICATIONS STRATEGIES AFFECT THE APPROACH TO MANAGING RISK ON THE PROJECT, THIS IS REFLECTED IN THE
RISK MANAGEMENT PLAN.

PROCESS
PROJECT DOCUMENTS ARE UPDATE TOO TO REFLECT THE ASSUMPTIONS, ISSUES
AND RISK THAT RESULT FOR THE IDENTIFICATION OF STAKEHOLDERS.
OUTPUTS
4. PROJECT DOCUMENTS UPDATES
• ASSUMPTIONS LOG: ASSUMPTIONS RELATED TO THE POWER, INTEREST AND
ENGAGEMENT OF STAKEHOLDERS ARE RECORDED. ALSO CONSTRAINTS
• ISSUE LOG: NEW ISSUES RAISED
• RISK REGISTER: NEW RISKS IDENTIFIED.

PROCESS13.1 IDENTIFY STAKEHOLDERS
OUTPUTS
1. STAKEHOLDER REGISTER:

PROCESS
OUTPUTS
2. CHANGE REQUESTS:

OUTPUTS ON THE PLAN STAKEHOLDER
ENGAGEMENT
13.2 PLAN STAKEHOLDER ENGAGEMENT
THE PROCESS OF DEVELOP METHODS TO INVOLVE PROJECT STAKEHOLDER BASED
ON THEIR NEEDS, EXPECTATIONS, INTERESTS, AND POTENTIAL IMPACT IN THE
PROJECT.
THE PROJECT STAKEHOLDER SHOULD BE DEVELOP EARLY IN THE PROJECT AND
REGULARLY REVIEW TO CAPTURE CHANGES.
INPUTS
1. PROJECT CHARTER: CONTAINS INFORMATION ON THE PROJECT PURPOSE,
OBJECTIVES, AND SUCCESS CRITERIA THAT CAN BE TAKEN INTO
CONSIDERATION WHEN PLANNING HOW TO ENGAGE STAKEHOLDER.

ENGAGEMENT
INPUTS
2. PROJECT MANAGEMENT PLAN: CONTAINS THE ROLES AND RESPONSIBILITIES
OF STAKEHOLDERS, METHODOLOGY ADOPT TO COMMUNICATE WITH
STAKEHOLDERS AND,
• RESOURCE MANAGEMENT PLAN: CONTAINS INFORMATION REGARDING ROLES AND
RESPONSIBILITIES OF THE TEAM AND OTHER STAKEHOLDERS LISTED IN THE
STAKEHOLDER REGISTER.
• COMMUNICATIONS MANAGEMENT PLAN: CONTAIN THE COMMUNICATIONS
STRATEGIES AND IMPLEMENTATION PLAN USED TO COMMUNICATE WITH
STAKEHOLDERS.
• RISK MANAGEMENT PLAN: MAY CONTAIN RISK THRESHOLDS (LIMIT) OR RISK
ATTITUDE THAT OF STAKEHOLDERS, THIS CAN BE HELPFUL TO SELECT THE RIGHT

ENGAGEMENT
INPUTS
3. PROJECT DOCUMENTS: SPECIAL IN THE BEGINNING OF THE PROJECT, THE
FOLLOWING
PROJECT DOCUMENTS ARE HELPFUL TO ELABORATE THE PLAN STAKEHOLDER
ENGAGEMENT:
• ASSUMPTION LOG: CONTAINS INFORMATION ABOUT ASSUMPTIONS AND
CONSTRAINTS AND BE LINKED TO SPECIFIC STAKEHOLDERS.
• CHANGE LOG: CONTAINS CHANGES TO THE ORIGINAL SCOPE OF THE PROJECT
USUALLY LINK TO AN SPECIFIC STAKEHOLDER BECAUSE THEY FALL INTO CATEGORIES
OF REQUESTING CHANGES, MAKING DECISIONS ABOUT CHANGE REQUESTS, OR BEING
IMPACTED BY THE IMPLEMENTATION OF APPROVED CHANGES.

ENGAGEMENT
INPUTS
3. PROJECT DOCUMENTS:
• ISSUE LOG: RESOLVING ISSUES THAT ARE IN THE ISSUE LOG REQUIRE TO
COMMUNICATE WITH THE AFFECTED STAKEHOLDERS.
• PROJECT SCHEDULE: CONTAINS ACTIVITIES THAT MAY BE LINKED TO SPECIFIC
STAKEHOLDERS
• RISK REGISTER: CONTAINS IDENTIFIED RISK THAN MAY BE LINKED TO SPECIFIC
STAKEHOLDERS, OR ARE EITHER RISK OWNER, OR SUBJECT TO RISK IMPACT.
• STAKEHOLDER REGISTER: PROVIDES THE LIST OF PROJECT STAKEHOLDERS INCLUDING
ADDITIONAL

ENGAGEMENT13.2 PLAN STAKEHOLDER ENGAGEMENT
INPUTS
4. AGREEMENTS: WHEN PLANNING FOR THE ENGAGEMENT OF CONTRACTORS AND
SUPPLIERS, COORDINATION USUALLY INVOLVES WORKING WITH THE
PROCUREMENT/CONTRACTING GROUP IN THE ORGANIZATION TO ENSURE
CONTRACTORS AND SUPPLIERS ARE EFFECTIVELY MANAGED.
5. ENTERPRISE ENVIRONMENTAL FACTORS THAT INFLUENCE IN PLANNING THE
STAKEHOLDER ENGAGEMENT ARE MANY BUT THE FOLLOWING ARE SOME
EXAMPLES, SUCH AS ORGANIZATIONAL CULTURE, POLITICAL CLIMATE, AND
GOVERNANCE FRAMEWORK. ALSO THE STAKEHOLDER RISK APPETITES, THE
ESTABLISHED COMMUNICATIONS CHANNELS, ETC.
6. ORGANIZATIONAL PROCESS ASSETS: THAN INFLUENCE IN PLANNING STAKEHOLDER
ENGAGEMENT ARE CORPORATE POLICIES, PROCEDURES FOR SOCIAL MEDIA,
ETHICS, AND SECURITY. ALSO POLICIES FOR RISK, CHANGE AND DATA
MANAGEMENT, ETC.

13.2 INPUTS – TOOLS AND TECHNIQUES – OUTPUTS
ON THE PLAN STAKEHOLDER ENGAGEMENT

1. EXPERT JUDGEMENT: EXPERT INDIVIDUALS OR GROUPS INSIDE AND OUTSIDE THE
ORGANIZATION ON POLITICS AND PUBLICS STRUCTURES, ENVIRONMENT AND
CULTURE OR THE ORG, ETC.
2. DATA GATHERING: THIS RECOMPILATION OF ALL INFORMATION THAT CAN BE
RELEVANT TO THE STAKEHOLDERS IS PRESENTED HERE. BENCHMARKING IS ONE
FOR UTILIZE TO ELABORATE THE PLAN, SPECIAL DE ONES ARE WORLD CLASS.
3. DATA ANALYSIS:
1. ASSUMPTION AND CONSTRAINT ANALYSIS: HELPFUL TO TAILORED APPROPRIATE
ENGAGEMENT STRATEGIES.
2. ROOT CAUSE: IDENTIFIES UNDERLYING REASONS FOR THE LEVEL OF SUPPORT OF
PROJECT STAKEHOLDERS IN ORDER TO SELECT THE APPROPRIATE STRATEGY TO
IMPROVE THEIR LEVEL OF ENGAGEMENT.

4. DECISION MAKING: PRIORITIZATION/RANKING STAKEHOLDERS REQUIREMENTS IS
ONE OF THE MANY DECISION MAKING TECHNIQUES THAT CAN BE USED TO
CATEGORIZE THE STAKEHOLDERS THAT HAVE MORE INTEREST AND THE ONES
HAVE MORE INFLUENCE, THOSE ARE ALWAYS TAKE AS PRIORITY OR IN THE TOP
OF THE LIST.
5. DATA REPRESENTATION: IS THE TECHNIQUE THAT MAP OR VISUALIZE THE
STAKEHOLDERS ENGAGEMENT, THERE ARE TWO TYPE OF DATA
REPRESENTATION TO USE:
MIND MAPPING: VISUALIZE THE RELATIONSHIP BETWEEN STAKEHOLDERS
STAKEHOLDER ENGAGEMENT ASSESSMENT MATRIX: THIS MATRIX COMPARE THE SUPPORT OF THE
STAKEHOLDERS GIVEN TO THE PROJECT, AS WELL THE LEVEL OF CURRENT ENGAGEMENT AND THE
DESIRE LEVEL OF ENGAGEMENT TO BE SUCCESSFUL IN THE PROJECT.

STAKEHOLDER ENGAGEMENT ASSESSMENT MATRIX:
THE ENGAGEMENT OF THE STAKEHOLDERS CAN BE CLASSIFIED ON:
UNWARE: OF THE PROJECT AND POTENTIAL IMPACT
RESISTANT: AWARE OF THE PROJECT AND POTENTIAL IMPACT BUT RESISTANT TO ANY CHANGES
THAT MAY OCCUR AS RESULT OF THE WORK OR OUTCOMES OF THE PROJECT. THESE TYPE OF
STAKEHOLDER ARE UNSUPPORTIVE OF THE WORK AND OUTCOMES OF THE PROJECT.
NEUTRAL: AWARE OF THE PROJECT, BUT NEITHER SUPPORTIVE OR UNSUPPORTIVE.
SUPPORTIVE: AWARE OF THE PROJECT AND POTENTIAL IMPACTS AND SUPPORTIVE OF THE WORK
AND ITS OUTCOMES.
LEADING: AWARE OF THE PROJECT AND POTENTIAL IMPACTS AND ACTIVELY ENGAGED IN ENSURING
THAT THE PROJECT IS A SUCCESS.
6. MEETINGS: TO ANALYZE AND DISCUSS ALL THE INFORMATION GATHERING AND MAPPING
ABOUT THE STAKEHOLDER AND ALLOW THE ELABORATE A GOOD PLAN TO MANAGE THEIR
ENGAGEMENT IN THE PROJECT.

ENGAGEMENT
OUTPUTS
1. STAKEHOLDER ENGAGEMENT PLAN
THE STAKEHOLDER ENGAGEMENT PLAN IS A COMPONENT OF THE PROJECT
MANAGEMENT PLAN THAT IDENTIFIES THE STRATEGIES AND ACTIONS REQUIRED
TO PROMOTE PRODUCTIVE INVOLVEMENT OF STAKEHOLDERS IN DECISION
MAKING AND EXECUTION.
THE STAKEHOLDER ENGAGEMENT PLAN CAN BE FORMAL OR INFORMAL AND
HIGHLY DETAIL OR BROADLY FRAMED, BASED ON THE NEEDS OF THE PROJECT
AND THE EXPECTATIONS OF THE STAKEHOLDERS.

STAKEHOLDER MANAGEMENT PLAN
TEMPLATE

OUTPUTS ON MANAGE STAKEHOLDER
ENGAGEMENT13.3 MANAGE STAKEHOLDER ENGAGEMENT
MANAGE STAKEHOLDER ENGAGEMENT IS THE PROCESS TO COMMUNICATE AND WORKING WITH THE STAKEHOLDERS
IN ORDER TO MEET THEIR EXPECTATIONS, NEEDS, RESOLVE THEIR ISSUES, AND FOSTER APPROPRIATE STAKEHOLDER
INVOLVEMENT. THE KEY BENEFIT OF THIS PROCESS IS TO ALLOW MANAGE CORRECTLY THE STAKEHOLDER
ENGAGEMENT, INCREASING THE SUPPORT AND MINIMIZE THE RESISTANT.
MANAGE STAKEHOLDERS INVOLVE THE FOLLOWING
ACTIVITIES:
- ENGAGING STAKEHOLDERS: MAINTAIN THEIR
CONTINUOUS COMMITMENT.
- MANAGING STAKEHOLDER EXPECTATIONS THROUGH
NEGOTIATION AND GOOD COMMUNICATION.
- ADDRESSING ANY OF THEIR RISKS OR POTENTIAL CONCERNS
AND FUTURE ISSUES.
- CLARIFYING AND RESOLVING ISSUES IDENTIFIED.

ENGAGEMENT
13.3 MANAGE STAKEHOLDER ENGAGEMENT
INPUTS
1. PROJECT MANAGEMENT PLAN:
• COMMUNICATIONS MANAGEMENT PLAN: DESCRIBES THE METHODS, FORMATS, AND
TECHNOLOGIES USED TO COMMUNICATE WITH STAKEHOLDERS.
• RISK MANAGEMENT PLAN: DESCRIBES THE RISK CATEGORIES, RISK APPETITES, AND
REPORTING FORMAT THAT CAN BE USED TO MANAGE STAKEHOLDER ENGAGEMENT.
• STAKEHOLDER ENGAGEMENT PLAN: PROVIDES A GUIDANCE AND INFORMATION ON
MANAGING STAKEHOLDERS EXPECTATIONS.
• CHANGE MANAGEMENT PLAN: DESCRIBES THE PROCESS TO SUBMITTING,
EVALUATING AND IMPLEMENTING CHANGES TO THE PROJECT.

ENGAGEMENT
INPUTS
2. PROJECT DOCUMENTS:
• CHANGE LOG: CHANGE REQUESTS, THEIR STATUS AND COMMUNICATION TO APPROPRIATE
STAKEHOLDERS ARE RECORD IN THIS LOG
• ISSUE LOG: ANY STAKEHOLDER CONCERNS ARE RECORD IN THIS LOG, AS WELL AS ANY
ASSIGNED ACTION ITEMS ASSOCIATED TO MANAGE THE ISSUE.
• LESSONS LEARNED REGISTER: ALL LESSONS LEARNED EARLY REGARD TO MANAGING
STAKEHOLDER ENGAGEMENT CAN BE APPLIED LATER IN THE PROJECT TO IMPROVE
EFFICIENCY AND EFFECTIVENESS OF THE PROCESS.
• STAKEHOLDER REGISTER: CONTAIN THE LIST OF STAKEHOLDERS AND INFORMATION
NEEDED TO MANAGE STAKEHOLDER ENGAGEMENT.

INPUTS
3. ENTERPRISE ENVIRONMENTAL FACTORS:
• ORGANIZATIONAL CULTURAL, POLITICAL CLIMATE AND GOVERNANCE STRUCTURE OF THE
ORGANIZATION.
• STAKEHOLDER RISK THRESHOLDS OR LIMITS
• ESTABLISHED COMMUNICATIONS CHANNELS.
4. ORGANIZATIONAL PROCESS ASSETS
• CORPORATE POLICIES
• CORPORATE PROCEDURES
• HISTORICAL INFORMATION FROM PREVIOUS SIMILAR PROJECTS.
NOTE: THERE ARE MORE EEF AND OPA THAT MAY AFFECT THE PROCESS.

ENGAGEMENT
THE T&T USED TO MANAGE STAKEHOLDER ENGAGEMENT ARE FOCUS IN THE
COMMUNICATIONS BECAUSE YOU NEED TO KEEP ON TOUCH WITH STAKEHOLDER
ALWAYS. ALSO YOU NEED THE EXPERT PEOPLE TO GIVE YOU GUIDANCE.
THEREFORE SOME OF THE TOOLS AND TECHNIQUES ARE:
1. EXPERT JUDGEMENT
2. COMMUNICATIONS SKILLS: DIFFERENT FORMS OF COMMUNICATIONS,
INFORMAL OR FORMAL CONVERSATION, MEETINGS, PROGRESS REPORTING,
SURVEYS.

3. INTERPERSONAL AND TEAM SKILLS:
• CONFLICT MANAGEMENT: ENSURE THE CONFLICT ARE RESOLVED IN TIMELY MANNER.
• CULTURAL AWARENESS: USED TO COMMUNICATE EFFECTIVELY BY CONSIDERING THE
DIFFERENT CULTURES AND REQUIREMENTS OF STAKEHOLDERS.
• NEGOTIATION: IS USED TO ACHIEVED SUPPORT OR AGREEMENTS FOR THE WORK OF
THE PROJECT OR TO RESOLVE CONFLICTS WITHIN THE TEAM OR OTHER
STAKEHOLDERS.
• OBSERVATION/CONVERSATION: IS USED TO STAY IN TOUCH WITH THE WORK AND
ATTITUDES OF PROJECT TEAM MEMBERS AND OTHER STAKEHOLDERS.
• POLITICAL AWARENESS: THIS IS ACHIEVING THROUGH UNDERSTANDING THE POWER
RELATIONSHIP WITHIN AND AROUND THE PROJECT.

4. GROUND RULES: SET THE EXPECTED BEHAVIOR FOR THE TEAM AND SOME OF THE
STAKEHOLDERS ALWAYS ORIENTED TO THE STAKEHOLDER ENGAGEMENT.
5. MEETINGS: TO DISCUSS AND ADDRESS ANY ISSUE OR STAKEHOLDER CONCERN.
THE
MEETINGS CAN BE FOR:
• DECISION MAKING
• ISSUE RESOLUTION
• LESSON LEARNED AND RETROSPECTIVE
• PROJECT KICK-OFF
• SPRINT PLANNING, AND
• STATUS UPDATES.

ENGAGEMENT
OUTPUTS
THE OUTPUTS TO MANAGE STAKEHOLDER ENGAGEMENT,
WILL GIVE YOU A GROUP OF REQUEST FOR CHANGES
ACCORDING TO THE DIFFERENT NEGOTIATIONS AND
RESOLVING ISSUES FROM STAKEHOLDERS, THEREFORE
YOUR PROJECT MANAGEMENT PLAN COMPONENTS WILL BE
UPDATED AS WELL YOUR PROJECT DOCUMENTS.

OUTPUTS
1. CHANGE REQUESTS: AS RESULT OF MANAGING STAKEHOLDERS ENGAGEMENT,
CHANGES WILL ARISE IN THE PROJECT SCOPE OR PRODUCT SCOPE. REMEMBER
ALL CHANGES ARE PROCESSED VIA THE PERFORM INTEGRATED CHANGE
CONTROL.
2. PROJECT MANAGEMENT PLAN UPDATES: ONES THE CHANGES REQUEST IS
PROCESSED VIA THE INTEGRATED CHANGE CONTROL, AS CONSEQUENCE THE
PROJECT MANAGEMENT PLAN COMPONENTS AFFECTED SHOULD BE UPDATED.
IN THIS CASE:
• COMMUNICATIONS MANAGEMENT PLAN: REFLECTING THE NEW REQUIREMENT OR CHANGE
TO BE COMMUNICATE TO THE STAKEHOLDERS.
• STAKEHOLDER ENGAGEMENT PLAN: IS UPDATED TO REFLECT THE NEW OR CHANGE TO BE

ENGAGEMENT
OUTPUTS
3. PROJECT DOCUMENTS UPDATES:
• CHANGE LOG: BECAUSE THE CHANGE REQUESTS.
• LESSON LEARNED REGISTER: TO REGISTER THE INEFFECTIVE OR THE EFFECTIVE
APPROACH TROUGH MANAGE STAKEHOLDER ENGAGEMENT SO CAN BE USEFUL AS A
LESSON LEARNED.
• STAKEHOLDER REGISTER: IS UPDATED AS RESULT OF NEW INFORMATION REGARD TO
RESOLVED ISSUES, APPROVED CHANGES, AND GENERAL PROJECT STATUS.

OUTPUTS ON MONITOR STAKEHOLDER
ENGAGEMENT
13.4 MONITOR STAKEHOLDER ENGAGEMENT
THIS PROCESS HAS THE PURPOSE TO OVERSEES THE PROJECT STAKEHOLDERS
RELATIONSHIP AND TAILORING THE STRATEGIES TO KEEP ENGAGE ON THE
PROJECT ALL THE STAKEHOLDER DURING THE PROJECT.
THE KEY BENEFIT OF THIS PROCESS IS TO KEEP THE ENGAGEMENT STRATEGY
EFFICIENTLY THROUGH THE PROJECT AND ITS CHANGES.
PROJECT MANAGEMENT COMPONENTS AS RESOURCES MANAGEMENT,
COMMUNICATIONS MANAGEMENT AND STAKEHOLDERS PLAN WILL BE THE INPUTS
ALONG WITH OTHER ELEMENTS. THE PROCESS INVOLVE A LOT ANALYSIS OF THE
DATA FROM PROJECT WORK AND THE OUTPUT WILL BE THE INFORMATION ABOUT
THE STATUS OF THE PROJECT WORK AND REQUEST OF NECESSARY CHANGES.
UPDATES PLANS AND DOCUMENTS AS WELL.

ENGAGEMENT13.4 MONITOR STAKEHOLDER ENGAGEMENT
INPUTS
• RESOURCE MANAGEMENT PLAN
• COMMUNICATION MANAGEMENT PLAN
• STAKEHOLDER MANAGEMENT PLAN
• ISSUE LOG
• LESSONS LEARNED REGISTER
• PROJECT COMMUNICATIONS
• RISK REGISTER
3. WORK PERFORMANCE DATA
4. ENTERPRISE ENVIRONMENTAL FACTORS
5. ORGANIZATIONAL PROCESS ASSETS

INPUTS
• RESOURCE MANAGEMENT PLAN : IDENTIFY THE METHODS FOR TEAM MEMBERS MANAGEMENT.
• COMMUNICATION MANAGEMENT PLAN: DESCRIBES THE STRATEGIES OF COMMUNICATIONS WITH
STAKEHOLDERS.
• STAKEHOLDER MANAGEMENT PLAN: DEFINES THE PLAN TO MANAGING STAKEHOLDER’S NEEDS
AND EXPECATIONS.
• ISSUE LOG: DOCUMENTS ALL THE KNOW ISSUES RELATED TO THE PROJECT AND STAKEHOLDERS.
• LESSONS LEARNED REGISTER: LESSON LEARNED FROM OTHER PROJECTS CAN BE USED TO
IMPROVE EFFECTIVELY AND EFFICIENTLY THE STAKEHOLDER ENGAGEMENT.
• PROJECT COMMUNICATIONS: IS THE ONE WAS DISTRIBUTED TO STAKEHOLDERS AS DEFINED IN
THE COMMUNICATION MANAGEMENT PLAN AND THE STAKEHOLDER ENGAGEMENT PLAN.
• RISK REGISTER: INCLUDED THE IDENTIFY RISKS, THEIR CATEGORIZATION AND THE POTENTIAL
RESPONSES.

INPUTS
3. WORK PERFORMANCE DATA: CONTAINS DATA ON PROJECT STATUS SUCH
WHICH STAKEHOLDER ARE SUPPORTIVE OF THE PROJECT, AND THEIR LEVEL
AND TYPE OF ENGAGEMENT.
4. ENTERPRISE ENVIRONMENTAL FACTORS: ORGANIZATIONAL CULTURE,
POLITICAL CLIMATE AND GOVERNANCE FRAMEWORK, STAKEHOLDER RISK
THRESHOLD, ESTABLISHED COMMUNICATION CHANNELS, AND OTHERS.
5. ORGANIZATIONAL PROCESS ASSETS: CORPORATE POLICIES AND
PROCEDURES, ORGANIZATIONAL COMMUNICATIONS REQUIREMENTS, HISTORICAL
INFORMATION FROM PREVIOUS PROJECTS, AND OTHERS.

THE NATURE OF THIS PROCESS IS TO MONITOR THE STAKEHOLDERS RELATIONSHIP
AND THE LEVEL OF THEIR ENGAGEMENT DURING THE PROJECT AND ALL ITS CHANGES.
THEREFORE THE TOOLS AND TECHNIQUES THAT WILL FACILITATE THIS PROCESS ARE
FOCUS ON ANALYSIS, DECISION MAKING, COMMUNICATION SKILLS, AND MEETINGS.
1. DATA ANALYSIS
2. DECISION MAKING
3. DATA REPRESENTATION
4. COMMUNICATION SKILLS
5. MEETINGS

1. DATA ANALYSIS:
• ALTERNATIVE ANALYSIS: EVALUATES OPTIONS TO RESPOND TO VARIANCE IN THE DESIRE RESULTS OF
STAKEHOLDER ENGAGEMENT.
• ROOT CAUSE ANALYSIS: DETERMINES UNDERLYING REASONS WHY THE STAKEHOLDER ENGAGEMENT IS
NOT WORKING AS A PLANNED.
• STAKEHOLDER ANALYSIS: DETERMINES THE POSITION OF STAKEHOLDERS GROUPS AND INDIVIDUALS
AT ANY PARTICULAR TIME IN THE PROJECT.
2. DECISION MAKING:
• MULTICRITERIA DECISION ANALYSIS: DECIDES THE ONES IS MORE APPROPRIATE CHOICE FOR
EVERYONE.
• VOTING
3. DATA REPRESENTATION: STAKEHOLDER ENGAGEMENT ASSESSMENT MATRIX.

4. COMMUNICATION SKILLS: THERE ARE MANY CONSIDERATION FOR THIS TYPE OF SKILL, HERE
ARE SOME:
• ACTIVE LISTENING: REDUCE MISUNDERSTANDING AND MISCOMMUNICATION
• CULTURAL AWARENESS: CULTURE AWARENESS AND CULTURE SENSITIVITY HELP TO PERFORM BETTER
COMMUNICATION
• LEADERSHIP: TO COMMUNICATE THE VISION AND INSPIRE STAKEHOLDERS
• NETWORKING: ENSURE GET ACCESS TO ALL THE STAKEHOLDERS
• POLITICAL AWARENESS: THIS IS GET KNOWLEDGE TO WHO HAS MORE POWER IN DIFFERENT AREAS SO
YOU CAN DEVELOP BETTER YOUR STAKEHOLDER ENGAGEMENT STRATEGIES.
5. MEETINGS: ALL TYPE OF MEETING, FACE TO FACE, VIA TELECONFERENCE, ETC.

ENGAGEMENT
OUTPUTS
1. WORK PERFORMANCE INFORMATION: INCLUDES INFORMATION ABOUT THE
STATUS OF STAKEHOLDER ENGAGEMENT, SUCH AS SUPPORT LEVEL TO THE
PROJECT AND COMPARE WITH THE ONE IS DESIRED.
2. CHANGE REQUESTS: INCLUDED THE CORRECTIVE AND PREVENTIVE ACTIONS
TO IMPROVE THE CURRENT LEVEL OF STAKEHOLDER ENGAGEMENT.

ENGAGEMENT
OUTPUTS
3. PROJECT MANAGEMENT PLAN UPDATES:
• RESOURCE MANAGEMENT PLAN: TEAM RESPONSIBILITIES AND STAKEHOLDER ENGAGEMENT
ACTIVITIES MAY NEED TO BE UPDATED AS RESULT OF CORRECTIVE ACTIONS
• COMMUNICATION MANAGEMENT PLAN: AS RESULT OF THE CORRECTIVE ACTIONS THE
COMMUNICATION STRATEGIES MAY BE UPDATED
• STAKEHOLDER ENGAGEMENT PLAN: INFORMATION ABOUT STAKEHOLDER COMMUNITY
MAY BE UPDATED.

ENGAGEMENT
OUTPUTS
4. PROJECT DOCUMENTS UPDATES:
• ISSUE LOG: INDICATING ALL THE STAKEHOLDERS ATTITUDES THAT MAY NEED TO BE
CONSIDER
• LESSONS LEARNED REGISTER: UPDATE WITH ALL THE CHALLENGES THAT THE
MANAGEMENT OF STAKEHOLDERS IDENTIFIED AND HOW COULD BE AVOIDED.
• RISK REGISTER: WITH THE NEW RISK IDENTIFIED AND HOW RESPONSE GIVEN
• STAKEHOLDER REGISTER: UPDATE AS RESULT OF ALL THE PROCESS.

THE PROJECT STAKEHOLDER MANAGEMENT
OVERVIEW OF MY STUDY
THE MORE IMPORTANT IDEA ABOUT THIS KNOWLEDGE PROCESS FOR ME IS:
-THAT YOU NEED TO WORK ALL THE TIME TO IDENTIFY YOUR STAKEHOLDERS, KNOW THEIR CULTURE AND
SENSITIVITY TO THE RISK, BE AWARE OF THE POWER THEY HAVE ON THE PROJECT ABOUT DECISIONS AND
ATTITUDE.
-ALSO THE PMBOK GUIDE 6TH PROVIDE ORIENTATION ABOUT TO THE PROCESSES YOU WILL NEED TO USE AND
UPDATE AS RESULT OF ALL THE ANALYSIS OF DATA, CHANGES, AND CORRECTIVE ACTIONS
-THE PROCESS DESCRIBES THE PURPOSES OF THE PROJECT: 1ST IDENTIFY THE STAKEHOLDER, 2ND PLAN THE
STAKEHOLDERS ENGAGEMENT, 3RD MANAGE THE STAKEHOLDER ENGAGEMENT AND 4TH MONITOR THE
STAKEHOLDER ENGAGEMENT.
-THE INPUTS ARE MOST THE SAME FOR EACH PROCESS, COMPONENTS OF THE PROJECT MANAGEMENT PLAN
SUCH COMMUNICATIONS PLAN, STAKEHOLDER ENGAGEMENT PLAN, RISK MANAGEMENT PLAN. PROJECT
DOCUMENTS RELATED TO THE PLAN SUCH AS RISK REGISTER, STAKEHOLDER REGISTER, LOG ISSUES, CHANGE
LOG ARE INPUTS AND AS RESULT OF THE WORK IN THE DIFFERENT PROCESS BECOME OUTPUTS BECAUSE THEY
NEED TO BE UPDATED.
-THE T&T ARE ORIENTED TO THE ANALYSIS DATA AND USE OF STAKEHOLDERS ENGAGEMENT MATRIX IS VERY
IMPORTANT. THE ANALYSIS RESULT OF THE DIFFERENT SITUATIONS ARISE FOR THE CHANGES REQUEST
THEREFORE THE INTERPERSONAL AND TEAM SKILLS ARE VERY RELEVANT FOR THIS PROCESS. METHODS SUCH
NEGOTIATION, GROUND RULES, CONFLICT MANAGEMENT HAVE TO BE VERY GOOD MANAGE FOR THE PROJECT
MANAGER TO IMPROVE THE STAKEHOLDER ENGAGEMENT IN THE PROJECT.
-ENGAGEMENT OF STAKEHOLDERS IS ONE THE MOST IMPORTANT PART OF THE PROJECT AS EARLY YOU
IDENTIFIED YOUR STAKEHOLDERS BETTER YOU CAN MANAGE THEIR ENGAGEMENT BY UNDERSTAND THEIR
EXPECTATIONS AND NEEDS REGARD TO THE PROJECT.
NOTE: HOWEVER THIS PRESENTATION YOU STILL NEED TO READ ALL CHAPTER AT THE PMBOK.

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