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Plan Stakeholder Engagement
- 2. Plan Stakeholder Engagement Coincides with PMBOK 13.2 Process Group and Knowledge Area Mapping Knowledge Areas Initiating Planning Process Group Executing Process Group Monitoring and Controlling Process Group Closing Process Group 4. Project Integration Management 4.1 Develop Project Charter 4.2 Develop Project Management Plan 4.3 Direct and Manage Project Work 4.4 Manage Project Knowledge 4.5 Monitor and Control Project Work 4.6 Perform Integrated Change Control 4.7 Close Project or Phase 5. Project Scope Management 5.1 Plan Scope Management 5.2 Collect Requirements 5.3 Define Scope 5.4 Create WBS 5.5 Validate Scope 5.6 Control Scope 6. Project Schedule Management 6.1 Plan Schedule Management 6.2 Define Activities 6.3 Sequence Activities 6.4 Estimate Activity Durations 6.5 Develop Schedule 6.6 Control Schedule 7. Project Cost Management 7.1 Plan Cost Management 7.2 Estimate Costs 7.3 Determine Budget 7.4 Control Costs 8. Project Quality Management 8.1 Plan Quality Management 8.2 Manage Quality 8.3 Control Quality 9. Project Resource Management 9.1 Plan Resource Management 9.2 Estimate Activity Resources 9.3 Acquire Resources 9.4 Develop Team 9.5 Manage Team 9.6 Control Resources 10. Project Communications Management 10.1 Plan Communications Management 10.2 Manage Communications 10.3 Monitor Communications 11. Project Risk Management 11.1 Plan Risk Management 11.2 Identify Risks 11.3 Perform Qualitative Risk Analysis 11.4 Perform Quantitative Risk Analysis 11.5 Plan Risk Responses 11.6 Implement Risk Responses 11.7 Monitor Risks 12. Project Procurement Management 12.1 Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 13. Project Stakeholder Management 13.1 Identify Stakeholders 13.2 Plan Stakeholder Engagement 13.3 Manage Stakeholder Engagement 13.4 Monitor Stakeholder Engagement
- 3. Plan Stakeholder Engagement Coincides with PMBOK 13.2 What? Plan Stakeholder Engagement is the process of developing approaches to involve project stakeholders based on their needs, expectations, interests, and potential impact on the project. Why? The key benefit is that it provides an actionable plan to interact effectively with stakeholders.
- 4. Plan Stakeholder Engagement Coincides with PMBOK 13.2 Inputs, Tools & Techniques, Outputs Inputs Tools & Techniques Outputs 1. Project charter 2. Project management plan • Resource management plan • Communications management plan • Risk management plan 3. Project documents • Assumption log • Change log • Issue log • Project schedule • Risk register • Stakeholder register 4. Agreements 5. Enterprise environmental factors 6. Organizational process assets 1. Expert judgment 2. Data gathering • Benchmarking 3. Data analysis • Assumption and constraint analysis • Root cause analysis 4. Decision making • Prioritization/ranking 5. Data representation • Mind mapping • Stakeholder engagement assessment matrix 6. Meetings 1. Stakeholder engagement plan
- 5. Plan Stakeholder Engagement Coincides with PMBOK 13.2 13.2 Plan Stakeholder Engagement Project Management Plan Enterprise / Organization • Stakeholder Engagement Plan • Enterprise environmental factors • Organizational process assets Project Documents • Resource management plan • Communications management plan • Risk management plan • Assumption log • Change log • Issue log • Project schedule • Risk register • Stakeholder register 12.2 Conduct Procurements 4.1 Develop Project Charter Project Management Plan • Agreements
- 6. Plan Stakeholder Engagement Coincides with PMBOK 13.2 Overview An effective plan that recognizes the diverse information needs of the project’s stakeholders, first developed after the initial stakeholder community has been identified by the Identify Stakeholder process. Typical trigger situations requiring updates to the plan include but are not limited to: • When it is the start of a new phase of the project • When there are changes to the organization structure • When there are changes to stakeholders • When outputs of other project process areas require a review of stakeholder engagement strategies.
- 7. Plan Stakeholder Engagement - Inputs Coincides with PMBOK 13.2 Project Charter The project charter contains information on the project purpose, objectives, and success criteria that can be taken into consideration when planning how to engage stakeholders.
- 8. Plan Stakeholder Engagement - Inputs Coincides with PMBOK 13.2 Project Management Plan Project management plan components include but are not limited to: • Resource management plan • Communications management plan • Risk management plan
- 9. Plan Stakeholder Engagement - Inputs Coincides with PMBOK 13.2 Project Documents Project documents that can be considered as inputs for this process include: 1. Assumption log 2. Change log 3. Issue log 4. Project schedule 5. Risk register 6. Stakeholder register
- 10. Plan Stakeholder Engagement - Inputs Coincides with PMBOK 13.2 Agreements When planning for the engagement of contractors and suppliers, coordination usually involves working with the procurement/contracting group in the organization to ensure contractors and suppliers are effectively managed.
- 11. Enterprise Environmental Factors The enterprise environmental factors that can influence Plan Stakeholder Engagement include: • Organizational culture, political climate, and governance framework • Personnel administration policies • Stakeholder risk appetites • Established communication channels • Global regional or local trends, practices, or habits • Geographic distribution of facilities and resources Plan Stakeholder Engagement - Inputs Coincides with PMBOK 13.2
- 12. Organisational Process Assets The organizational process assets that can influence the Plan Stakeholder Engagement process include: • Corporate policies and procedures for social media, ethics, and security • Corporate policies and procedures for issue, risk, change, and data management • Organizational communication requirements • Standardized guidelines for development, exchange, storage, and retrieval of information • Lessons learned repository with information about the preferences, actions, and involvement of stakeholders • Software tools needed to support effective stakeholder engagement Plan Stakeholder Engagement - Inputs Coincides with PMBOK 13.2
- 13. Plan Stakeholder Engagement – Tools & Techniques Coincides with PMBOK 13.2 Expert Judgement Expertise should be considered from individuals or groups with specialized knowledge or training in the following topics: • Politics and power structures in the organization and outside the organization • Environment and culture of the organization and outside the organization • Analytical and assessment techniques to be used for stakeholder engagement processes • Communication means and strategies • Knowledge from previous projects of the characteristics of stakeholders and stakeholder groups and organizations involved in the current project that may have been involved in previous similar projects
- 14. Plan Stakeholder Engagement – Tools & Techniques Coincides with PMBOK 13.2 Meetings Meetings are used to discuss and analyse the input data of the stakeholder engagement planning process and to develop a sound stakeholder engagement plan.
- 15. Plan Stakeholder Engagement – Tools & Techniques Coincides with PMBOK 13.2 Decision Making Decision-making techniques that can be used for this process include but are not limited to prioritization/ranking. Stakeholder requirements need to be prioritized and ranked, as do the stakeholders themselves. Stakeholders with the most interest and the highest influence are often prioritized at the top of the list.
- 16. Plan Stakeholder Engagement – Tools & Techniques Coincides with PMBOK 13.2 Data Gathering A data-gathering technique that can be used for this process includes but is not limited to benchmarking. The results of stakeholder analysis are compared with information from other organizations or other projects that are considered to be world class.
- 17. Plan Stakeholder Engagement – Tools & Techniques Coincides with PMBOK 13.2 Data Analysis Data analysis techniques that can be used for this process include but are not limited to: • Assumption and constraint analysis • Root cause analysis
- 18. Plan Stakeholder Engagement – Tools & Techniques Coincides with PMBOK 13.2 Data Representation Data representation techniques that may be used in this process include but are not limited to: • Mind mapping • Stakeholder engagement assessment matrix
- 19. Plan Stakeholder Engagement – Tools & Techniques Coincides with PMBOK 13.2 Data Representation The engagement level of stakeholders can be classified as follows: 1. Unaware 2. Resistant 3. Neutral 4. Supportive 5. Leading Stakeholder Unaware Resistant Neutral Supportive Leading Stakeholder 1 C D Stakeholder 2 C D Stakeholder 3 C D Current and Desired
- 20. • The stakeholder engagement plan is a component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in decision making and execution. • It can be formal or informal and highly detailed or broadly framed, based on the needs of the project and the expectations of stakeholders. • The stakeholder engagement plan may include strategies or approaches for engaging with individuals or groups of stakeholders. Plan Stakeholder Engagement – Outputs Coincides with PMBOK 13.2 Stakeholder Management Plan
Hinweis der Redaktion
- The key benefit of this process is that it defines the logical sequence of work to obtain the greatest efficiency given all project constraints. This process is performed throughout the project.
- The resource management plan may contain information regarding roles and responsibilities of the team and other stakeholders listed in the stakeholder register. Communications Management Plan - The communications strategies for stakeholder management and their implementation plans are both inputs to, and recipients of, information from processes in Project Stakeholder Management. The risk management plan may contain risk thresholds or risk attitudes that can assist in the selection of the optimal stakeholder engagement strategy mix.
- The assumption log contains information about assumptions and constraints and may be linked to specific stakeholders. The change log contains changes to the original scope of the project. It usually links to specific stakeholders because they fall into categories of requesting certain changes, making decisions about change requests, or being impacted by the implementation of approved changes. Managing and resolving issues contained in the issue log will require additional communications with the stakeholders affected. The schedule contains activities that may be linked to specific stakeholders as owners or executors. The risk register contains the identified risks of the project and usually links them to the specific stakeholders as either risk owners or as subject to risk impact. The stakeholder register provides the list of project stakeholders including additional classification data and other information.
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- Analysis of current assumptions and constraints may be conducted in order to tailor appropriate engagement strategies Root cause analysis identifies underlying reasons for the level of support of project stakeholders in order to select the appropriate strategy to improve their level of engagement
- Mind mapping is used to visually organize information about stakeholders and their relationship to each other and the organization A stakeholder engagement assessment matrix supports comparison between the current engagement levels of stakeholders and the desired engagement levels required for successful project delivery.
- Unaware of the project and potential impacts. Aware of the project and potential impacts but resistant to any changes that may occur as a result of the work or outcomes of the project. These stakeholders will be unsupportive of the work or outcomes of the project. Aware of the project, but neither supportive nor unsupportive. Aware of the project and potential impacts and supportive of the work and its outcomes. Aware of the project and potential impacts and actively engaged in ensuring that the project is a success.
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