My Stakeholder Management Plan – Flashcards

13.1 Identify Stakeholders - The process of identifying the people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project; and analyzing and documenting relevant information regarding their interests, involvement, interdependencies, influence, and potential impact on project success. 13.2 Plan Stakeholder Management - The process of developing appropriate management strategies to effectively engage stakeholders throughout the project life cycle, based on the analysis of their needs, interests, and potential impact on project success. 13.3 Manage Stakeholder Engagement - The process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle. 13.4 Control Stakeholder Engagement - The process of monitoring overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.

1 Project Charter 2 Procurement documents 3 Enterprise environmental factors 4 Organizational process assets

1 Expert judgment 2 Meetings 3 Stakeholder analysis

1 Stakeholder register

Inputs 1 Stakeholder management plan 2 Communications management plan 3 Change log 4 Organizational process assets Tools & Techniques 1 Communication methods 2 Interpersonal skills 3 Management skills Outputs 1 Issue log 2 Change requests 3 Project management plan updates 4 Project documents updates 5 Organizational process assets updates

1 Stakeholder management plan 2 Communications management plan 3 Change log 4 Organizational process assets

1 Communication methods 2 Interpersonal skills 3 Management skills

1 Issue log 2 Change requests 3 Project management plan updates 4 Project documents updates 5 Organizational process assets updates

Inputs 1 Project management plan 2 Issue log 3 Work performance data 4 Project documents Tools & Techniques 1 Information management systems 2 Expert judgment 3 Meetings Outputs 1 Work performance information 2 Change requests 3 Project management plan updates 4 Project documents updates 5 Organizational process assets updates

1 Project management plan 2 Issue log 3 Work performance data 4 Project documents

1 Information management systems 2 Expert judgment 3 Meetings

1 Work performance information 2 Change requests 3 Project management plan updates 4 Project documents updates 5 Organizational process assets updates

• Identify all of them. The first step in working with stakeholders is identifying all of them as early as possible. Stakeholders discovered late in the project will likely request changes, which can lead to delays. • Determine their requirements. This is neither easy nor fast, but the project manager must make every effort to obtain as many requirement s as possible before the work begins. This applies to change-d riven projects as well as plan-driven ones. The effects of starting a project without all the requirements. - Changes - Delay - Possible failure. Ways to make sure you have the requirements - Asking if you do have the right requirement - Conducting requirements reviews - Tell people the negative consequences to the company and the project if a requirement is found later.

• Determine their expectations. These expectations include what stakeholders think will happen to them, their department, and the company as a whole as a result of the project. Expectations include such things as, - I expect that this project will not interrupt my department's work. - I expect the system will be dramatically improved as a result of the project. Expectations that go unidentified will have major impacts across all constraints. Once captured, expectations are analyzed and may be converted to requirements and become part of the project.

• Determine their interest. - Does the stakeholder care about the project? - - Is she or he likely to be engaged? Once you have that information, you can use it to plan out a strategy for maintaining or increasing that stakeholder's interest and level of engagement. Certain stakeholders are particularly interested in working on some part of the project - Getting a chance to learn new skills - Getting a chance to prove their skills - Getting out of working on certain parts of the project. A great project manager will determine each stakeholder's interests related to the project and, where appropriate, will attempt to either build these interests into the project or implement them as a reward .

• Determine their level of influence. -Each stakeholder will be able to negatively or positively affect a project. This is their level of influence, and it should be identified and managed. • Plan how you will manage them. Plan ahead how you will keep stakeholders involved in the project and how you will manage their interests, influence, and expectations . • Plan how you will communicate with them. Planning communication with your stakeholders is also critical. It is related to stakeholder management to keep stakeholders involved and get them to relate their thoughts and concerns. Communications are the most frequent cause of problems on projects, so careful communication planning can help prevent problems.

• Manage their expectations, influence, and engagement. Managing stakeholders doesn't end during initiating or planning. You need to work with them and manage relationships throughout the life of the project. • Communicate with them. Stakeholders are included in project presentations and receive project information, including progress reports, updates, changes to the project management plan, and changes to the project documents, when appropriate. • Control communications and stakeholder engagement. Good communication and relationships with stakeholders are critical to success. You need to determine if and where communication and/or relationships are breaking down , and then adjust your approach as necessary.

1. Determine all the stakeholders by name 2. Determine all of the stakeholder's requirements 3. Determine stakeholder's interest in being involved in the project 4. Determine stakeholder's level of influence 5. Determine stakeholder's expectations and turn them into requirements if appropriate 6. Determine when stakeholders will be involved in the project and to what extent. 7. Get stakeholders to sign off that that requirement is finalized 8. Assess stakeholders' knowledge and skill 9. Analyze the project to make sure the stakeholder's need is being met 10. Let the stakeholder know what requirement will be met, which requirement will not be met, and why

11. Get and keep stakeholders involved in the project by assigning them project work, such as the role of risk response owner 12. Manage and influence the stakeholder's involvement 13. Make the best use of stakeholder's expertise 14. Make sure the project communicates to stakeholders what they need to know, when they need to know it 15. Involve stakeholders as necessary, in change management and approval 16. Involve stakeholders' in the creation of lessons learned 17. Get stakeholders sign-off and formal acceptance during project or project phase closing 18. Reassess stakeholder's involvement throughout the project 19. Manage stakeholder's engagement and expectations 20. Ensure a common understanding of the work 21. Ask stakeholders to let you know about problems in project communications and relationships

Inputs: 1 Project charter 2 Procurement documents 3 Enterprise environmental factors 4 Organizational process assets Tools & Techniques: 1 Stakeholder analysis 2 Expert judgment 3 Meetings Outputs: 1 Stakeholder register

Stakeholders are first identified as part of initiating the project, and this list is reassessed throughout the project. It's essential to identify all stakeholders on the project.

- Any stakeholders who are missed will likely be found later. - Stakeholder found later in the project * May request changes, which may cause delays. * Changes made later in the project are much more costly and harder to integrate * Identifying all the stakeholders helps create a better organized project that considers all the stakeholders' interests.

1 Project charter 2 Procurement documents 3 Enterprise environmental factors 4 Organizational process assets

- Sponsor - Team members - Senior management - Subject matter experts - End users of the product or service - Other departments or groups within the organization - Functional or operational managers - Vendors - Consultants - Regulatory agencies - Customers - Financial institutions

1 Stakeholder analysis 2 Expert judgment 3 Meetings

This technique involves both identifying stakeholders and analyzing their impact or influence on the project throughout the life of the project. You can use the following help you determine and analyze stakeholders. - Initial list of stakeholders from the project charter - Any contracts related to the project as a starting point (or input) - Records from past projects - Data-gathering techniques such as interviewing and brainstorming You need to identify ways to manage those impacts effectively. - Classification tools such as power/interest grids - Salience models can be used to group stakeholders by qualifications like authority level, impact or influence, or requirements. When you understand what motivates all of your stakeholders, you can come up with a strategy to make sure that they are told thing that they find important.

In this process mean talking to all of the experts on your project to identify more stakeholders and to learn about the ones you have identified

a great tool for getting together to think through the stakeholders who might be impacting the project.

Stakeholder register

All the information about stakeholders is compiled in the stakeholder register, an output of the Identify Stakeholders process. The stakeholder register may include each stakeholder's - Name - Title, - Supervisor - Project role - Contact information - Major requirements and expectations - Impact and influence - Attitude about the project - The classifications the individual falls into

Inputs 1 Project management plan 2 Stakeholder register 3 Enterprise environmental factors 4 Organizational process assets Tools & Techniques 1 Expert judgment 2 Meetings 3 Analytical techniques Outputs 1 Stakeholder management plan 2 Project documents updates

This process looks at how the team will relate to the stakeholders and what stakeholder involvement will be in all aspects of the project. Think ahead about: - How the project will impact stakeholders? - How you and the team will interact with stakeholders? - How you will involve them in making decisions? - How you will manage their expectations? - How you can keep them satisfied so as to make sure they're an asset, rather than a problem. During planning, you need to figure out how much time to spend with stakeholders and which stakeholders will require the most time.

The closer you are to stakeholders, the more comfortable they will be coming to you with problems and concerns, and the easier it will be for you to pick up on verbal and nonverbal cues that can tell you when something might be wrong. This can be an early warning system for problems on your project. How do you build these positive, powerful relationships with your stakeholders? The same way you have built them with your friends and family: by spending time together getting to know them and allowing them to get to know you .The more time you spend with someone, the better able you will be to recognize their impressions and concerns.