Project Management Case Analysis

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Week5-StakeholderAnalysisandCommunication.pdf

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Stakeholder Analysis and

Communication Planning

Develop the Project

Management Plan

• Project planning is iterative

• Project planning is collaborative

• The basis for executing, monitoring, controlling and closing all

project work

Develop project management plan – “the process of defining,

preparing, and coordinating all subsidiary plans and integrating

them into a comprehensive project management plan.”

PMBOK® Guide

Plan Stakeholder Management

• Use project initiation documentation

• Begin with an outline

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.” PMBOK® Guide

Plan Communications Management

• Use project initiation documentation

• Begin with an outline

Plan communications management – “the process of

developing an appropriate approach and plan for project

communications based on stakeholders’ information needs and

requirements and available organizational assets.”

PMBOK® Guide

Communications management plan – “a component of the

project management plan that describes how, when, and

by whom information about the project will be administered and

distributed.” PMBOK® Guide

The Project Management Plan

• Formally approved

• Updated/revised by formally approved changes

Planning

occurs on a

just-in-time

(JIT) basis

Determinants of Project Success

Identify Stakeholders

• Multiple users with different requirements

• May not know what they want

• May not be the actual user

• Unreasonable requests

• Stakeholders other than the users

Find Stakeholders

Analyze stakeholders

Document stakeholders

PMs Stakeholder Responsibility

• Understand the stakeholders

• Build relationships with stakeholders

• Develop a communications plan for dealing with

stakeholders

Find Stakeholders

• Who will use or be affected by the result of a project?

– Work on the project

– Provide people or resources

– Have their routines disrupted

• Are stakeholders internal or external?

Identify stakeholders – “the process of identifying the people, groups, or

organizations who 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.” PMBOK® Guide

Examples of Project Stakeholders

Identifying Project Stakeholders

• Use classic rules of brainstorming

• List project processes and results stakeholders may be

interested in

• Combine stakeholder list into groups

Analyze Stakeholders

• Prioritize stakeholders

Stakeholder analysis – “systematically gathering and analyzing

quantitative and qualitative information to determine whose

interests should be taken into account throughout the project.”

PMBOK® Guide

Analyze Stakeholders

Success Criteria for Various Stakeholders

Results of Find and Analyze

Stakeholders

• Set clear direction

• Prioritize objectives

• Recognize complex tradeoffs and consequences

• Facilitate necessary decisions

• Develop a shared sense of risk

• Build a strong relationship with their customers

• Lead with an empowering style

• Serve as good stewards of resources

Document Stakeholders

• Capitalize on stakeholder support

• Mitigate impact of stakeholder resistance

Stakeholder register – “a project document including the

identification, assessment, and classification of project

stakeholders.” PMBOK® Guide

Alternative Breaks Project Stakeholder Matrix

Build Relationships

• With core team members

• With all other stakeholders

• Mutual respect and trust promote

successful projects

Relationship Building – Core Team

learning

enjoyment

motives

Celebrate

success

Encourage

communication

Jointly establish

agendas

Use appropriate decision

making strategies

Project Decision-Making Guide

Relationship Building - Other

Stakeholders

• “What is in it for me?”

• Treat stakeholders as partners

• Use core team relationship building activities

• Foster respect and trust

Stakeholder management plan – “a subsidiary plan of

the project management plan that defines the processes,

procedures, tools, and techniques to effectively engage

stakeholders in project decisions and execution based on

the analysis of their needs, interests, and potential impact.”

PMBOK® Guide

Stakeholder Engagement Assessment

Matrix

C = where each stakeholder is currently

D = where the team desires the stakeholder to be

Plan Communications Management

• Purposes of a project communications

management plan

• Communications plan considerations

• Communications matrix

• Knowledge management

Project Communications Plan Considerations

Communications from Stakeholders

• To authorize work

• To determine requirements

• To uncover and resolve issues

• To receive feedback

Velocity, burn down charts, running tested

features, earned business value

Communications Matrix

• Who to learn from?

• What to learn?

• Who to share with?

• What to know?

• When to know it?

• What communications method?

• Who is responsible?

Knowledge Management

• Capture and reuse knowledge developed

• Create a lessons learned knowledge

base

• Facilitate a lessons learned session for

the project

Knowledge – “a conclusion drawn from information after it is

linked to other information and compared to what is already

known.” PMBOK® Guide

Project Meeting Management

• Establish project plans

• Conduct the project activities

• Verify progress

• Make decisions

• Accept deliverables

• Close out projects

Improving Project Meetings

• Apply the plan-do-check-act (PDCA) model

• Any process practiced repeatedly will improve

over time

PDCA Model Applied to Project Meetings

Project Meeting Agenda Template

Project Meeting Minutes Template

Issues Management

• Information captured in a project meeting:

– Decisions made

– New issues surfaced and old issues resolved

– Action items agreed to

– An evaluation of the meeting

Issue – “a point or matter in question or in dispute, or a point or

matter that is not settled and is under discussion or over which

there are opposing views or disagreements.” PMBOK® Guide

The Issues Log

• Benefits

– Important issues are added to the log

– Ensures issues are not forgotten

Issues log – “a project document used to document and

monitor elements under discussion or in dispute between

project stakeholders.” PMBOK® Guide

Project Issues Log

Action Items and Evaluation

• Tasks to perform by a specific date

• Evaluation of good and poor points from the

meeting

• Capture evaluations using a Plus-Delta template

– Each person provides at least one good thing

( + )

– Each person provides one thing to overcome (

Δ )

Project Meeting Plus-Delta Evaluation Template

This evaluation is called retrospectives

Kloppenborg, T.J., 2014. Contemporary Project Management: Organize, Plan, Perform, 3rd ed, South-Western Cengage Learning, Mason, Ohio