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13 Cards in this Set

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Stakeholder Management Process

1. Identify
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. (rm, p529)
2. Determine
1. Requirements
This is neither easy nor fast, but the project manager must make every effort to obtain as many requirements as possible before the work begins. (rm, p529)
2. Expectations
Expectations tend to be much more ambiguous than stated requirements, or they may be undefined requirements. (rm, p530)
3. 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. (rm, p529)
4. Influence
To some degree, 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.
3. Plan
Management
Project management focuses on planning before taking action. You need to plan ahead how you will keep stakeholders involved in the project and howyou will manage their interests, influence, and expectations.
Communications
How can you keep stakeholders involved and get them to relate their thoughts and concerns if you haven't planned out how information will be shared on the project?
4. Manage
Managing stakeholders doesn't end during initiating or planning.
Influence
Engagement
5. Communicate
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.
6. Engage
Control communications and stakeholder engagement
Good communication and relationships with stakeholders are critical to success, so it's essential to monitor these two areas on the Project. You need to determine if and where communication and/or relationships are breaking down, and then adjust your approach as necessary. ( rm, p530)


2. Stakeholders

Many project managers fail to consider the breadth of potential stakeholders.
1. Impact (Positive/Negative)
2. Influence (Positive/Negative) (RM, p531)
********************************************
• keep in mind that stakeholders are important throughout the life of the project.
• You need to identify all of them as early as possible, and periodically reevaluate the stakeholder list.
• You also need to plan how to manage their expectations, engagement, and influence, and then manage and control their engagement throughout the life of the project. (rm, p.540)



3. Stakeholder Analysis

This technique involves both identifying stakeholders and analyzing their impact or influence (discussed in the previous section)
You can use the initial list of stakeholders from the
3. project charter
• contracts
(rm, p. 532)
**********
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. (rm, p532)

4. Stakeholder Register

All the information about stakeholders is compiled in the stakeholder register, an output of the Identify Stakeholders process. (rm, p. 532)

5. Stakeholder Expectations

Expectations tend to be much more ambiguous than stated requirements, or they may be undefined requirements. (rm, p530)
You need to 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, and how you can keep them satisfied so as to make sure they're an asset, rather than a problem, on the project. (rm, p533)
Why wait for a change? Why not prevent changes as much as possible by asking stakeholders what they expect and clarifying any expectations that are not accurate? This might involve walking stakeholders through what will occur to make sure they do not have unrealistic expectations. (RM, p538)


6. Stakeholder Engagement

Your projects won't be successful without significant, continuous interactions with stakeholders. (RM, p527)
Stakeholder engagement can range from unaware of or resistant to the project to neutr to supportive or even interested in taking a leading role on the project. (RM, p534)
Monitoring stakeholder engagement in the project will help you understand stakeholder perceptions of project progress, which will in turn allow you to make minor adjustments to ensure continuing stakeholder engagement and support. (RM, p538)
Controlling stakeholder engagement requires you to compare actual work against the project engagement plan to look for variances. (RM, p538)
You might, for example, plan to use satisfaction surveys and questionnaires that will provide data for assessing stakeholder engagement. (rm, p538)
you could plan in metrics related to the frequency of status reporting: a low participation rate (beyond the acceptable control thresholds established in your plan) would indicate problems with stakeholder engagement. (RM, p538)
Unaware
Resistant
Neutral
Supportive
Leading

7. Relationship with Stakeholders

So planning stakeholder management requires you to think about your stakeholders and develop actionable plans for getting to know them. (RM, p 533)
You may not be able to have a close relationship with every stakeholder, but you can't afford not to have relationships with key stakeholders and as many of your team members as you can. (RM, p533)
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. (rm, p533)

8. Stakeholder management plan

proper project management requires you to
• identify all the stakeholders;
• determine their requirements, expectations, influence
• then incorporate that information into the product and project scope as needed.
You cannot simply accept a scope of work or project charter handed to you without considering the stakeholders involved in the project and their requirements. (RM, p527)
Be careful with information about stakeholders!(RM, p537)

9. Stakeholder management plan vs communications management plan

The communications management plan emphasizes the details about the technology, methods, and models of communication—the how of communication. The stakeholder management plan, on the other hand, explains the why of communications—why stakeholders need to receive certain information, and how the sharing of that information will help in managing stakeholder engagement and expectations.(RM, p537)


10. Power and interest grid

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. (rm, p532)

11. Salience model

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. (rm, p532)

12. Stakeholders engagement assessment matrix

What will it take to move a stakeholder who is unaware or resistant to the project to supportive? You can use a stakeholders engagement assessment matrix to capture this information for further analysis. (RM p535)

13. Chapter

Identify Stakeholders
Plan Stakeholder Management
Manage Stakeholder Engagement
Control Stakeholder Engagement