Área de Conocimiento 10, Gestión de los Interesados

1. Chapter
11:
Project
Stakeholder
Management
Stevbros
Training
&
Consultancy
www.stevbros.edu.vn
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Project
Management
Fundamentals
1
PMI,
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and
PMBOK
are
registered
marks
of
the
Project
Management
Ins9tute,
Inc.

2. Overview
Ini%a%ng
process
group
Planning
process
group
Execu%ng
process
group
Monitoring
&
controlling
process
group
Closing
process
group
older
ement
• IdenIfy
Stakeholders
• Plan
Stakeholder
Management
• Manage
Stakeholder
Engagement
• Control
Stakeholder
Engagement
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Project
Management
Fundamentals
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3. Overview
“Stakeholder
management
is
cri9cal
to
the
success
of
every
project
in
every
organiza9on
I
have
ever
worked
with.
By
engaging
the
right
people
in
the
right
way
in
your
project,
you
can
make
a
big
difference
to
its
success....”-­‐
Rachel
Thompson,
Experienced
Project
Manager
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Project
Management
Fundamentals
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4. IdenIfy
stakeholders
• The
process
of
idenIfying
all
people
or
organizaIons
impacted
by
the
project,
and
documenIng
relevant
informaIon
regarding
their
interests
(concern),
influence
(involvement),
and
impact
on
project
success.
Copyright@STEVBROS
Project
Management
Fundamentals
4
(A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiIh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
13-­‐2
Page
393.)

5. IdenIfy
stakeholders
-­‐
Inputs
1.
Project
charter
2.
Procurement
documents
• Any
suppliers
or
relevant
parIes
listed
in
contracts
are
generally
considered
to
be
stakeholders
3.
Enterprise
environmental
factors
• Governmental
standards
and
regulaIon,
industry
standards
4.
Organiza%onal
process
assets
• Stakeholder
register
templates,
stakeholder
registers
from
previous
projects,
historical
informaIon,
lessons
learned
from
previous
projects.
Copyright@STEVBROS
Project
Management
Fundamentals
5

6. IdenIfy
stakeholders
-­‐
Tools
and
techniques
1.
Stakeholder
analysis:
there
are
mulIple
classificaIon
models
used
for
stakeholders
analysis,
such
as:
Power/interest
grid,
Power/influence
grid,
Influence/impact
grid,
and
Salience
model.
Copyright@STEVBROS
Project
Management
Fundamentals
6
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiIh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
13-­‐4
Page
397.

7. IdenIfy
stakeholders
-­‐
Tools
and
techniques
2.
Expert
judgment
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Management
Fundamentals
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8. IdenIfy
stakeholders
-­‐
Tools
and
techniques
3.
Mee%ngs:
profile
analysis
meeIngs
are
project
meeIngs
designed
to
develop
an
understanding
of
major
project
stakeholders,
and
they
can
be
used
to
exchange
and
analyze
informaIon
about
roles,
interests,
knowledge,
and
the
overall
posiIon
of
each
stakeholder
facing
the
project.
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Project
Management
Fundamentals
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9. IdenIfy
stakeholders
-­‐
Outputs
1.
Stakeholder
register.
• IdenIficaIon
informaIon:
name,
Itle,
role,
office
locaIon,
and
contact
informaIon
• Assessment
informaIon:
requirements,
expectaIons,
project
influence,
interests
• Stakeholders
classificaIon:
whether
they
are
internal
or
external
and
supporter/neutral/resistor
The
stakeholder
register
should
be
consulted
and
updated
on
a
regular
basis,
as
stakeholders
may
change—or
new
ones
iden9fied—throughout
the
life
cycle
of
the
project.
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Management
Fundamentals
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10. Plan
stakeholder
management
• The
process
of
developing
appropriate
management
strategies
to
effecIvely
engage
stakeholders
throughout
the
project
life
cycle,
based
on
the
analysis
of
their
needs,
interests,
and
potenIal
impact
on
project
success.
The
key
benefit
of
this
process
is
that
it
provides
a
clear,
acIonable
plan
to
interact
with
project
stakeholders
to
support
the
project’s
interests.
Copyright@STEVBROS
Project
Management
Fundamentals
10
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiIh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
13-­‐2
Page
393.

11. Inputs
1. Project
Management
Plan
2. Stakeholder
Register
– provides
the
informaIon
needed
to
plan
appropriate
ways
to
engage
project
stakeholders.
3. Enterprise
Environmental
Factors
– organizaIonal
culture,
structure,
and
poliIcal
climate
are
of
parIcular
importance,
because
they
help
in
determining
the
best
opIons
to
support
a
beder
adapIve
process
for
managing
stakeholders.
4. OrganizaIonal
Process
Assets
– lessons
learned
database
and
historical
informaIon
are
of
parIcular
importance,
because
they
provide
insights
on
previous
stakeholder
management
plans
and
their
effecIveness
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Project
Management
Fundamentals
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12. Tools
and
techniques
1. Expert
Judgment
– the
project
manager
should
apply
expert
judgment
to
decide
upon
the
level
of
engagement
required
at
each
stage
of
the
project
from
each
stakeholder.
2. MeeIngs
– should
be
held
with
experts
and
the
project
team
to
define
the
required
engagement
levels
of
all
stakeholders.
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Project
Management
Fundamentals
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13. Plan
stakeholder
engagement
3. AnalyIcal
Techniques
– The
engagement
level
of
the
stakeholders
can
be
classified
as
follows:
Unaware,
Resistant,
Neutral,
SupporIve,
Leading.
– C
indicates
the
current
engagement,
and
D
indicates
the
desired
engagement
Copyright@STEVBROS
Project
Management
Fundamentals
13
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiIh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
13-­‐7
Page
403.

14. Outputs
1. Stakeholder
Management
Plan
– Desired
and
current
engagement
levels
of
key
stakeholders;
– Scope
and
impact
of
change
to
stakeholders;
– IdenIfied
interrelaIonships
and
potenIal
overlap
between
stakeholders;
– Stakeholder
communicaIon
requirements
for
the
current
project
phase;
– InformaIon
to
be
distributed
to
stakeholders,
including
language,
format,
content,
and
level
of
detail;
– Reason
for
the
distribuIon
of
that
informaIon
and
the
expected
impact
to
stakeholder
engagement;
– Time
frame
and
frequency
for
the
distribuIon
of
required
informaIon
to
stakeholders;
and
– Method
for
updaIng
and
refining
the
stakeholder
management
plan
as
the
project
progresses
and
develops.
2. Project
Documents
Updates
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Project
Management
Fundamentals
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15. Manage
stakeholder
engagement
• The
process
of
communicaIng
and
working
with
stakeholders
to
meet
their
needs/expectaIons,
address
issues
as
they
occur,
and
foster
appropriate
stakeholder
engagement
in
project
acIviIes
throughout
the
project
life
cycle.
The
key
benefit
of
this
process
is
that
it
allows
the
project
manager
to
increase
support
and
minimize
resistance
from
stakeholders,
significantly
increasing
the
chances
to
achieve
project
success.
Copyright@STEVBROS
Project
Management
Fundamentals
15
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiIh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
3-­‐8
Page
404.

16. Inputs
1. Stakeholder
Management
Plan
– provides
guidance
on
how
the
various
stakeholders
can
be
best
involved
in
the
project.
2. CommunicaIons
Management
Plan
– provides
guidance
and
informaIon
on
managing
stakeholder
expectaIons.
3. Change
Log
– these
changes—and
their
impact
on
the
project
in
terms
of
Ime,
cost,
and
risk—are
communicated
to
the
appropriate
stakeholders.
4. OrganizaIonal
Process
Assets
– include
organizaIonal
communicaIon
requirements,
issue
management
procedures,
change
control
procedures,
and
historical
informaIon
about
previous
projects.
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Management
Fundamentals
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17. Tools
and
techniques
1. CommunicaIon
Methods
2. Interpersonal
Skills
– Such
as
building
trust,
resolving
conflict,
acIve
listening,
and
overcoming
resistance
to
change.
3. Management
Skills
– Such
as
facilitate
consensus
toward
project
objecIves,
influence
people
to
support
the
project,
negoIate
agreements
to
saIsfy
the
project
needs,
and
modify
organizaIonal
behavior
to
accept
the
project
outcomes.
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Project
Management
Fundamentals
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18. Outputs
1. Issue
Log
2. Change
Requests
3. Project
Management
Plan
Updates
4. Project
Documents
Updates
5. OrganizaIonal
Process
Assets
Updates
– Include
stakeholder
noIficaIons,
project
reports,
project
presentaIons,
project
records,
feedback
f r o m
s t a k e h o l d e r s ,
l e s s o n s
l e a r n e d
documentaIon.
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Project
Management
Fundamentals
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19. Control
stakeholder
engagement
• The
process
of
monitoring
overall
project
stakeholder
relaIonships
and
adjusIng
strategies
and
plans
for
engaging
stakeholders.
The
key
benefit
of
this
process
is
that
it
will
maintain
or
increase
the
efficiency
and
effecIveness
of
stakeholder
engagement
acIviIes
as
the
project
evolves
and
its
environment
changes.
Copyright@STEVBROS
Project
Management
Fundamentals
19
A
Guide
to
the
Project
Management
Body
of
Knowledge,
FiIh
Edi9on
(PMBOK®
Guide)
©2013
Project
Management
Ins9tute,
Inc.
All
Rights
Reserved.
Figure
13-­‐10
Page
410.

20. Inputs
1. Project
Management
Plan
2. Issue
Log
3. Work
Performance
Data
– Examples
of
work
performance
data
include
reported
percentage
of
work
completed,
technical
performance
measures,
start
and
finish
dates
of
schedule
acIviIes,
number
of
change
requests,
number
of
defects,
actual
costs,
actual
duraIons
etc.
4. Project
Documents
– Examples
of
project
schedule,
stakeholder
register,
issue
log,
change
log,
and
project
communicaIons.
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Project
Management
Fundamentals
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21. Tools
and
techniques
1. InformaIon
Management
Systems
– Examples
of
distribuIon
formats
may
include
table
reporIng,
spreadsheet
analysis,
and
presentaIons.
2. Expert
Judgment
– To
ensure
comprehensive
idenIficaIon
and
lisIng
of
new
stakeholders,
reassessment
of
current
stakeholders
can
be
performed
3. MeeIngs
– Status
review
meeIngs
are
used
to
exchange
and
analyze
informaIon
about
stakeholder
engagement.
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Management
Fundamentals
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22. Outputs
1. Work
Performance
InformaIon
– Work
performance
informaIon
is
circulated
through
communicaIon
processes.
Examples
of
performance
informaIon
are
status
of
deliverables,
implementaIon
status
for
change
requests,
and
forecasted
esImates
to
complete.
2. Change
Requests
3. Project
Management
Plan
Updates
4. Project
Documents
Updates
5. OrganizaIonal
Process
Assets
Updates
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Project
Management
Fundamentals
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23. Summary
• Stakeholder
analysis
• Stakeholder
classificaIon
• Stakeholders
Engagement
Assessment
Matrix
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Management
Fundamentals
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24. QuesIons
for
review
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Management
Fundamentals
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• You
did
the
good
job
at
this
chapter.
Please
complete
quesIons
for
review
before
moving
to
next
chapter.