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During your project, you will have a number of different types of meetings. Some will be informational, others will be key updates, and some will be for decision-making purposes. While different attendees will attend each meeting, a best practice to follow is to:
a. Group stakeholders into categories to determine which ones should attend each meetingb. Invite those stakeholders who have a high level of interest in your project to attend each meetingc. Be sensitive to the fact that stakeholders often have very different objectivesd. Recognize that roles and responsibilities may overlap but practice a policy of ‘no surprises’ and inform your stakeholders about any upcoming meetings
c. Be sensitive to the fact that different stakeholders often have very different objectives
A project stakeholder is an individual, group, or organization that is actively involved in the project or have interests that may be affected, either positively or negatively, as a result of the performance or completion of the project. Stakeholders also may exert influence on the project and its results. Managing stakeholder expectations is difficult since stakeholders often have different or conflicting objectives. [Monitoring and Controlling]PMI®, PMBOK® Guide, 2013, 30
You are managing a project with team members located at customer sites on three different continents. You have a number of stakeholders on your project, and most of them are located outside of the corporate office. Who should be responsible for stakeholder management?
a. A specific team member in each of the three locationsb. You, because you are the project managerc. The project sponsord. A core team including you, as the project manager, and three representatives from the three different locations
b. You, because you are the project manager
Stakeholder management refers to any action taken by the project manager or project team to satisfy the needs of and to resolve issues with project stakeholders. The ability of the project manager to correctly identify and manage stakeholders appropriately can mean the difference between project success or failure. [Monitoring and Controlling]PMI®, PMBOK® Guide, 2013, 391
Analyzing stakeholders is a part of the identify stakeholders process. Common approaches for analyzing stakeholders in a qualitative manner includes all the following two-axis grids, EXCEPT—
a. Comparing power and influenceb. Comparing power and interestc. Comparing influence and locationd. Comparing influence and impact
c. Comparing influence and location
Identifying and analyzing the stakeholders helps to classify them better for developing a strategy to help manage them and their expectations throughout the project. The most common comparison elements are: power, influence, interest, and impact. The location of the person may have an impact on one of the other measures, but it is not easily quantifiable on a low, medium, high, type scale. [Initiating]PMI®, PMBOK® Guide, 2013, 396
You are responsible for a project in your organization that has multiple internal customers. Because many people in your organization are interested in this project, you decide to prepare a stakeholder management strategy. Before preparing this strategy, you should—
a. Conduct a stakeholder analysis to assess information needsb. Determine a production schedule to show when each stakeholder needs each type of information producedc. Determine the potential impact that each stakeholder may generated. Prioritize each stakeholder’s level of interest and influence
a. Conduct a stakeholder analysis to assess information needs
Stakeholder analysis is used to analyze the information needs of the stakeholders and to determine the sources for meeting those needs. It helps to determine whose interests should be taken into account throughout the project. [Initiating]PMI®, PMBOK® Guide, 2013, 395–396
Recognizing the importance of preparing a stakeholder management plan, you met with your team to obtain their buy in and to discuss it. You explained the key benefit of plan stakeholder management is to—
a. Determine appropriate strategies for a continual focus on identifying stakeholders throughout the life cycleb. Provide a clear plan that is actionable to interact with stakeholders to support the project’s interestsc. Develop appropriate management strategies to effectively engage stakeholdersd. Plan a series of meetings to ensure stakeholders remain interested and to address their concerns
b. Provide a clear plan that is actionable to interact with stakeholders to support the project’s interests
While the plan stakeholder management process develops appropriate management strategies to effectively engage the stakeholders during the project life cycle, the key benefit of this process is to have a plan that is clear and actionable to interact with them to support the project’s interests. [Planning]PMI®, PMBOK® Guide, 2013, 399
Assume you are actively working, along with your team, to manage stakeholder engagement on your project to develop a new drug to prevent any retina problems of any type. You know you must manage their engagement throughout the project life cycle. This means some organizational process assets will need updating including—
a. Informal and formal project reportsb. The stakeholder registerc. The stakeholder management pland. Work performance information
a. Informal and formal project reports
While a number of different organizational process assets require updates as a result of the manage stakeholder engagement process, project reports is one example. They include the formal and informalproject reports that describe project status and include lessons learned, issue logs, project closure reports, and outputs from other knowledge areas. [Executing]PMI®, PMBOK® Guide, 2013, 409
Stakeholders often have issues, and you have asked each of your team members to document them. At each team meeting, you and your team discuss them and determine appropriate responses. You have a project issue log, which is—
a. Part of the project’s lessons learnedb. Added to the stakeholder register to show which stakeholder raised itc. An output from the manage stakeholder engagement processd. An output from the control stakeholder engagement process
c. An output of the manage stakeholder engagement process
Issues logs are an output of this process, as issues are expected in this process. The log is updated as new issues are identified, and existing issues are resolved. [Executing]PMI®, PMBOK® Guide, 2013, 408
As you work on your project to update its software training classes to focus on an agile approach, you have a number of key stakeholders. As many students and their managers are requesting these classes, your CEO has taken a special interest in your project and has asked you to accelerate your schedule to complete it in two months rather than in your planned six months but still have quality offerings. This means as you work to monitor overall project stakeholder relationships, you should—
a. Provide notifications to stakeholders about status regularlyb. Ask your stakeholders for regular feedback as you work on your projectc. Provide presentations to each stakeholder groupd. Determine how changes will be monitored and controlled
d. Determine how changes will be monitored and controlled
As you work in managing stakeholder engagement you should review your project management plan. Your CEO has requested a major schedule change; among other things the project management plan is an input to this process as it contains a change management plan that documents how changes will be monitored and controlled. [Monitoring and Controlling]PMI®, PMBOK® Guide, 2013, 411
As you work with your team to prepare your stakeholder management plan, you decided to develop a stakeholder engagement chart. You set it up so you could—
a. Show the phase of your project of interest to identified stakeholdersb. Show gaps between current and desired levels of engagementc. Determine which stakeholders you and your team felt were critical to project success but did not know about itd. Determine when to involve key stakeholders in your project
b. Show gaps between current and desired levels of engagement
The stakeholder engagement assessment matrix is used as a tool and technique in plan stakeholder management. The purpose of the matrix is to show gaps between current and desired engagement levels to then ensure the plan provides these data. [Planning]PMI®, PMBOK® Guide, 2013, 402–403
A number of items in the stakeholder management plan are similar to those in the communications management plan. An example is—
a. Method for updating and refining the plans as the project progresses and developsb. Stakeholder communication requirements for the current project phasec. Information to be distributed to stakeholders including language, format, content, and level of detaild. Time frame and frequency for the distribution of required information to stakeholders
a. Method for updating and refining the plans as the project progresses and develops
The other items listed have specific stakeholder references that, while similar, are not in the communications management plan. [Planning]PMI®, PMBOK® Guide, 2013, 296, 403
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