PMP s13 2016 v55 Stakeholder

Target: PMP ® Certification
PMP is a registered mark of the Project management Institute, Inc.

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PMP® Exam Preparation
S Project Stakeholder Management
44 IDENTIFY STAKEHOLDERS S
45 PLAN STAKEHOLDER MANAGEMENT S
46 MANAGE STAKEHOLDER ENGAGEMENT

S
47 CONTROL STAKEHOLDER ENGAGEMENT
S
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PMP Exam Preparation
* Stakeholder - an individual, group, or organization who may affect, be affected by, or perceive itself to
be affected by a decision, activity, or outcome of a project.
Project Stakeholder Management includes
 Identifying the stakeholders
 Determining stakeholders requirements and expectations
 Determining stakeholders interest and level of influence
 Planning how to manage the stakeholders and how to communicate with them
 Developing appropriate management strategies for effectively engaging stakeholders in project
decisions and execution
 Managing stakeholders expectations, influence, and engagement
 Fostering appropriate stakeholder engagement in project decisions and activities
 Controlling stakeholders engagement
 Addressing issues as they occur
 Managing conflicting interests
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK®
Guide) – Fifth Edition, Project Management Institute, Inc., 2013.
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* 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.
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INPUTS OUTPUTS
» Project charter Stakeholder register »
» Procurement documents
» Enterprise environmental
factors
» Organizational process
assets TOOLS & TECHNIQUES
 Stakeholder analysis
 Expert judgment
 Meetings
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 5
2013, Figure 13-2, Page 393.
TOOLS & TECHNIQUES
* Stakeholder Analysis - a technique of systematically

gathering and analyzing quantitative and qualitative
information to determine whose interests should be taken into
account throughout the project.
Classification models used for stakeholders analysis:
• Power/interest grid, grouping the stakeholders based on

their level of authority (“power”) and their level or concern
(“interest”) regarding the project outcomes
• Power/influence grid, grouping the stakeholders based on
their level of authority (“power”) and their active involvement
(“influence”) in the project
• Influence/impact grid, grouping the stakeholders based on
their active involvement (“influence”) in the project and their
ability to effect changes to the project’s planning or
execution (“impact”)
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc.,
2013, Figure 13-4, Page 397.
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition,
Project Management Institute, Inc., 2013.
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TOOLS & TECHNIQUES
Classification models used for stakeholders analysis:
• Salience model, describing classes of stakeholders based on their power (ability to impose their will),
urgency (need for immediate attention), and legitimacy (their involvement is appropriate)
1. Dormant
Power 2. Discretionary
4. Dominant
Legitimacy
7. Definitive
5. Dangerous
6. Dependent
Urgency
3. Demanding
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TOOLS & TECHNIQUES
Salience Model
• Latent stakeholders: one attribute, low salience:
1. Dormant Stakeholders - Possess power to impose their will through coercive, utilitarian or symbolic means,
but have little or no interaction /involvement as they lack legitimacy or urgency.
2. Discretionary Stakeholders - Likely to recipients of corporate philanthropy. No pressure on managers to
engage with this group, but they may choose to do so. Examples are beneficiaries of charity.
3. Demanding Stakeholders - Those with urgent claims, but no legitimacy or power. Irritants for management,
but not worth considering. Examples are people with unjustified grudges, serial complainers or low return
customers.
• Expectant stakeholders: two attributes, moderate salience:
4. Dominant Stakeholders - The group that many theories position as the only stakeholders of an organisation or
project. Likely to have a formal mechanism in place acknowledging the relationship with the organisation or
project e.g. Boards of directors, HR department, public relations.
5. Dangerous Stakeholders – Those with powerful and urgent claims will be coercive and possibly violent. For
example employee sabotage or coercive/unlawful tactics used by activists.
6. Dependent Stakeholders – Stakeholders who are dependent on others to carry out their will, because they
lack the power to enforce their stake. For example local residents & animals impacted by the oil spill. Advocacy
of their interests by dominant stakeholders can make them definitive stakeholders.
• Definitive stakeholders: all three attributes, high salience
7. Definitive Stakeholders - An expectant stakeholder who gains the relevant missing attribute. Often dominant
stakeholders with an urgent issue, or dependent groups with powerful legal support. Finally those classed as
dangerous could gain legitimacy
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OUTPUTS
Stakeholder register »
Stakeholder Register is a project document which should include, but not limited to:
• “Identification information. Name, organizational position, location, role in the project, contact
information;
• Assessment information. Major requirements, main expectations, potential influence in the
project, phase in the life cycle with the most interest;
• Stakeholder classification. Internal/external, supporter/neutral/resistor, etc.”
Stakeholder Register may need to be updated on a very regular basis as stakeholders join and leave the
project and their level of interest and influence changes.
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013, Page 398.
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OUTPUTS
Stakeholder Register will be an important input to several planning processes:
Collect
Stakeholder Register Map Requirements
Plan Quality
Management
Plan
Communications
Management
Stakeholder
register
Identify Plan Risk
Stakeholders Management
Identify Risks
Legend: Initiating
Plan Procurement process
Management
Planning
process
Plan Stakeholder
Management
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OUTPUTS
Stakeholder Register is also mentioned as input (as an example of a project document) and as output (as
an example of project documents updates ) for the following processes:
Define Scope
Plan
Communications
Management
Project Documents
Project Documents (Stakeholder register) Other
Control Plan Quality Other
Other
Perform (Stakeholder register) processes
Perform Stakeholder Management processes
processes
Quality
Other
Quality Engagement
Control
processes
Control
Plan Stakeholder
Management Initiating
Legend: process
Direct and
Manage Project Planning
Work process
Conduct Executing
Procurement process
Control M&C
Stakeholder process
Engagement
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* Plan Stakeholder Management is 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.
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INPUTS OUTPUTS
» Project management plan Stakeholder management
» Stakeholder register plan »
» Enterprise environmental Project documents updates »
factors
» Organizational process
assets TOOLS & TECHNIQUES
 Expert judgment
 Meetings
 Analytical techniques
2013, Figure 13-5, Page 399.
TOOLS & TECHNIQUES
 Analytical techniques
• The current engagement level of all stakeholders needs to be compared to the planned engagement
levels required for successful project completion
• Stakeholders Engagement Assessment Matrix is a tool to document stakeholder engagement. The
engagement level of the stakeholders can be classified as follows:
• “Unaware. Unaware of project and potential impacts.
• Resistant. Aware of project and potential impacts and resistant to change.
• Neutral. Aware of project yet neither supportive nor resistant.
• Supportive. Aware of project and potential impacts and supportive to change.
• Leading. Aware of project and potential impacts and actively engaged in ensuring the
project is a success.”
Legend:
C – Current
D - Desired
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc.,
2013, Page 402 and Figure 13-7, Page 403..
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OUTPUTS
Stakeholder management
plan »
• The stakeholder management plan identifies the management strategies required to effectively
engage stakeholders.
• * It is 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.
• Information on stakeholders who are resistant to the project can be potentially damaging so that the
project managers should be aware of the sensitive nature of the stakeholder management plan
and take appropriate precautions regarding distribution.
• The validity of assumptions used as input should be reviewed to ensure continued accuracy and
relevancy.
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46 MANAGE STAKEHOLDER ENGAGEMENT S
* Manage Stakeholder Engagement is 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.
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INPUTS OUTPUTS
» Stakeholder management Issue log »
plan Change requests »
» Communications Project management plan
management plan updates »
» Change log Project documents updates »
» Organizational process TOOLS & TECHNIQUES Organizational process assets
assets updates »
 Communication methods
 Interpersonal skills
 Management skills
2013, Figure 13-8, Page 404.
INPUTS
» Stakeholder management
plan
» Communications
management plan
Stakeholder Management Plan Communications Management Plan
• Best described by the word “strategical”. • Best described by the word “tactical”.
• Provides guidance on how the various • Provides guidance and information on managing
stakeholders can be best involved in the project. stakeholder expectations: stakeholder
• Describes the methods and .technologies used for communications requirements, information to be
stakeholder communication. communicated, person or groups who will receive
• * The stakeholder management plan is a information; escalation process etc.
subsidiary plan of the project management plan • * A component of the project, program, or portfolio
that defines the processes, procedures, tools, and management plan that describes how, when, and
techniques to effectively engage stakeholders in by whom information about the project will be
project decisions and execution based on the administered and disseminated.
analysis of their needs, interests, and potential
impact.
*These definitions are taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge,
(PMBOK® Guide) – Fifth Edition, Project Management Institute, Inc., 2013.
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TOOLS & TECHNIQUES
 Interpersonal skills
* Interpersonal skills - Ability to establish and maintain relationships with other people.
“The project manager applies interpersonal skills to manage stakeholders’ expectations.

For example:
• Building trust
• Resolving conflict
• Active listening
• Overcoming resistance to change”
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management
Institute, Inc., 2013, Page 407.
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TOOLS & TECHNIQUES
 Management skills
* Management skills - The ability to plan, organize, direct, and control individuals or groups of people
to achieve specific goals.
“The project manager applies management skills to coordinate and harmonize the group toward
accomplishing the project objectives. For example:
• Facilitate consensus toward project objectives
• Influence people to support the project
• Negotiate agreements to satisfy the project needs
• Modify organizational behavior to accept the project outcomes”
Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® Guide) – Fifth Edition, Project Management
Institute, Inc., 2013, Page 408.
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OUTPUTS
Issue log »
* Issue Log is a project document used to document and monitor elements under discussion or in
dispute between project stakeholders.
Issue log Map

Manage Project
Team
Manage Issue Log

Control
Stakeholder
Communications
Engagement
Control
Stakeholder Executing
Engagement Legend: process
M&C
*This definition is taken from the Glossary of the Project Management Institute, A Guide to the Project Management Body of Knowledge, (PMBOK® process
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OUTPUTS
Issue log »
The Issue Log is also mentioned as an example of a project document as input and as an example of
project documents updates as output for the following processes:
Project Documents
Other
Perform
Monitor and (Issue Log)
processes
Quality
Other
Control Project
Control
processes
Work
Project Documents
Other (Issue Log)
Other Identify Risks Manage Project
processes
processes Team
Initiating
Legend: process
Planning
Control process
Communications
Executing
process
Control M&C
Stakeholder process
Engagement
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47 CONTROL STAKEHOLDER ENGAGEMENT S
* Control Stakeholder Engagement is the process of monitoring overall project stakeholder

relationships and adjusting strategies and plans for engaging stakeholders.
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INPUTS OUTPUTS
» Project management plan Work performance
» Issue log information »
» Work performance data Change requests »
» Project documents Project management plan
updates »
TOOLS & TECHNIQUES Project documents updates »
Organizational process assets
 Information management systems updates »
 Expert judgment
 Meetings
2013, Figure 13-10, Page 410.
TOOLS & TECHNIQUES
 Information management systems
* Information Management Systems include Facilities, processes, and procedures used to collect,
store, and distribute information between producers and consumers of information in physical or
electronic format.
Information Management Systems are tools for the following processes:

Manage
Communications
Control
Communications
Control
Stakeholder
Engagement
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TOOLS & TECHNIQUES
Project Information Project Management Project Management Software

Management Management Information System
System Systems
Definition: The aggregation of Facilities, processes, and An information system Help plan, organize, and manage resource pools.
the processes, tools, procedures used to consisting of the tools and Develop resource estimates.
techniques, collect, store, and techniques used to gather, Provides the ability to track planned dates versus
methodologies, distribute information integrate, and disseminate the actual dates, to report variances to and progress
resources, and between producers and outputs of project management made against the schedule baseline, and to forecast
procedures to consumers of information processes. It is used to support the effects of changes to the project schedule
manage a project. in physical or electronic all aspects of the project from model, Used to assist with cost estimating,
format. initiating through closing, and Used to monitor the three EVM dimensions (PV, EV,
can include both manual and and AC), to display graphical trends, and to forecast
automated systems. a range of possible final project results
Includes the Configuration Records Management System
following Management
subsystems: System
Work Authorization
System
Tools for the Manage Communications Direct and Manage Project Work Estimate Activity Resources
following Control Communications Monitor and Control Project Control Schedule
processes: Control Stakeholder Work Estimate Costs
Engagement Control Costs
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TOOLS & TECHNIQUES
Project Management System
Project Project Management

Management Information System
Software
Information Management Systems
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46 MANAGE STAKEHOLDER ENGAGEMENT

S
47 CONTROL STAKEHOLDER ENGAGEMENT
S
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 Stakeholder register content

 Stakeholder register map
 Classification models used for stakeholders analysis
 Salience Model
 Stakeholders Engagement Assessment Matrix
 Stakeholder Mgmt. Plan sensitivity
 Stakeholder Mgmt. Plan vs Communication Mgmt. Plan
 Interpersonal skills vs Management skills
 Issue log
 Issue log map
 Manage stakeholder engagement vs Control stakeholder engagement
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PMP s13 2016 v55 Stakeholder

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Available Formats

Target: PMP ® Certification

PMP is a registered mark of the Project management Institute, Inc.

45 PLAN STAKEHOLDER MANAGEMENT S

46 MANAGE STAKEHOLDER ENGAGEMENT

* Stakeholder Analysis - a technique of systematically

Classification models used for stakeholders analysis:

• Power/interest grid, grouping the stakeholders based on

Classification models used for stakeholders analysis:

Stakeholder Register will be an important input to several planning processes:

* Plan Stakeholder Management is the process of developing appropriate management strategies to

Stakeholder Management Plan Communications Management Plan

“The project manager applies interpersonal skills to manage stakeholders’ expectations.

Issue log Map

Manage Issue Log

* Control Stakeholder Engagement is the process of monitoring overall project stakeholder

Information Management Systems are tools for the following processes:

Project Information Project Management Project Management Software

Project Management System

Project Project Management

Information Management Systems

45 PLAN STAKEHOLDER MANAGEMENT S

46 MANAGE STAKEHOLDER ENGAGEMENT

 Stakeholder register content

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