· 6 years ago · Apr 18, 2019, 08:38 AM
1Chapter 12
2Project Stakeholders Management
3CHAPTER COVERAGE
41. Stakeholders and their Characteristics
5
62. Plan Stakeholders Management
7
83. Manage Stakeholders Engagement
9
104. Control Stakeholders Engagement
11
12STAKEHOLDERS AND THEIR CHARACTERISTICS
13Stakeholders, as we know, are those team members or entities who are actively involved in project execution or whose interests may be positively or negatively affected by project outcomes. The following list presents their salient characteristics:
14
15Stakeholder interests may be either positively or negatively impacted by the project.
16Alternatively, stakeholders may influence project execution and project results.
17It is important for project planners to identify all stakeholders and their requirements. Sometimes individual stakeholder requirements may be implicit and not explicitly stated. For instance, in one of the requirements gathering workshop, a customer said that he wanted a “world class system.†When he was probed further, it came to be known that he wanted a system with background in golden color and transaction response time of 5 seconds.
18Stakeholders may have conflicting interests and objectives—Managing stakeholders may not so easy.
19Involving stakeholders in the initiation phase group improves the probability of a positive outcome for the project.
20In general, differences among stakeholders must be resolved in favor of the customer or end user.
21Discussion Points
22Discuss how stakeholders can negatively impact a project.
23How did you manage the conflicting objectives of stakeholders? Give examples.
24
25Figure 12.1 The inputs, tools, techniques and outputs of the Identify Stakeholders Process
26
27Identify Stakeholders
28“The process of identification of stakeholders (Figure 12.1 and Table 12.1)—identifying all team membersâ€, organizations, or entities impacted by the project and documenting their interests, involvement, and impact—has the following two important outputs: the stakeholder register and a stakeholder management strategy (see Figure 12.1).
29
30There exists no hard-and-fast rule to be applied in stakeholder identification. Rules for judging stakeholder involvement is always situation specific: Rules that work in one situation may not work in another. The best way to identify stakeholders is by asking the right questions. The questions given in the following list are guidelines—a preliminary road map—and by no means exhaustive:
31
32Who are the team members, entities, or organizations likely to be affected or to benefit from the intended project outcome?
33Who would be assigned responsibility for the tasks entailed by the project?
34Who is likely to move for or against the intended objective of the project?
35Who can make improvements to the tasks entailed by the project? (Who can do it the better way?)
36Who can contribute to the financial and technical resources required by the project?
37Table 12.1 Identify Stakeholders – Initiation Process Group
38
39Initiation Identify Stakeholders
40Planning Plan Stakeholders Management
41Executing Manage Stakeholders Engagement
42Controlling Control Stakeholders Engagement
43Answers to these questions, which would vary across organizations, would likely yield a list of stakeholders. Procurement documents are the main inputs of this process along with the project charter. Procurement documentation helps to identify stakeholders referred to in the contract and procurement documents.
44
45The PMBOK suggests three step processes to identify stakeholder:
46
47
48
49Step 1. Identify all potential stakeholders and relevant information
50
51Step 2. Identify the potential impact or support each stakeholder could generate and use a power/interest grid to classify them
52
53Step 3. Assess how the stakeholders are likely to react or respond in various situations to help plan influencing them to enhance support or mitigate negative impacts. Refer Chapter 2, Page 31 on “Stakeholders.â€
54
55Step 1
56Project managers use group dynamic techniques, whereby key project team members are asked to identify all possible stakeholders of the project. The Crawford slip is another popular technique used for this purpose. This technique can be used to rapidly collate ideas from a large group of people. Crawford is actually one of the original forms of brain-writing. The sponsor who pays money for the project is a key stakeholder. Individuals who sign on the project deliverables (usually customers) are stakeholders. The organization that executes this project is also a stakeholder as it stands to benefit through project execution. The organization that buys the outcome of the project is also a stakeholder since its members are benefitted. The organization that provides resources for executing the project is a stakeholder. Project managers, team members, and functional managers are stakeholders. You can identify new stakeholders by asking the existing stakeholders.
57
58Discussion Points
59Why do we need to identify stakeholders early in a project?
60What are the difficulties you faced in identifying stakeholders in projects.
61Step 2
62Stakeholder register
63The stakeholder register carries the following elements:
64
65Identification elements of stakeholder
66Influencing stage of the stakeholder
67Classification of stakeholder
68Refer Figure 12.2 for the contents of stakeholder register. Stakeholder register usually contains name, designation, influence stage, classification. Depending on their skill levels stakeholders will be involved in the appropriate life cycle of the project and this is called influence stage. For example, stakeholders having high proficiency level in designing will get involved only in the designing stage of the project. In Figure 12.2, R. Ramya and K. Balachandran seem to have high proficiency in design and so are being involved only in the design stage of the project. There are people who continuously involve throughout the life cycle of the project. In Figure 12.2, S. Chandramouli, the application manager, involves continuously throughout the life cycle of the project because of the nature of the work he handles. Stakeholder classification like “supporterâ€, “neutralâ€, and “resistor†depends on the nature of the stakeholders. If they are negatively impacted by the outcome of the project, they are classified as “Resistors.†They are classified as “neutral†if they are neither “supporters†nor “resistorsâ€
69
70
71Figure 12.2 A Stakeholder Register Template
72
73Step 3
74Stakeholder management is a difficult task requiring the formulation of a comprehensive stakeholder management strategy. A stakeholder analysis matrix is a tool used to represent a project’s stakeholder management strategy.
75
76The following would be the contents of a stakeholder analysis matrix:
77
78Stakeholder name
79Stakeholder impact level
80Stakeholder interest level
81Strategies for gaining support from this stakeholder
82A typical stakeholder analysis matrix may be obtained by adding a column to the stakeholder register template (Figure 12.2) titled “Strategies for Gaining Supportâ€. This strategy is based on the classification of the customer defined in Step 2 along with the influencing stage of the customer defined in Step 3.
83
84PLAN STAKEHOLDERS MANAGEMENT
85Planning Stakeholder management is critical and vital to the success of projects. The project manager cannot execute a project alone. The contribution of the people (stakeholders) in executing the process laid down by the project manager is important, as it is difficult to execute the project without such contribution. Communication with stakeholders is vital to project management. The project manager needs to establish clear lines of communication with all stakeholders and keep them involved in and aware of the project’s progress from time to time.
86
87
88Figure 12.3 The inputs , tools, techniques and outputs of the Plan Stakeholders Management Process
89
90Plan Stakeholder management process (Figure 12.3 and Table 12.2) belongs to Planning Process group. Engaging the right kind of people (people with the right skills) in the right way in a project at the right time makes a big difference to the success of the Project.
91
92Stakeholder Management plan has to be shared and shaped by key stakeholders to ensure that it meets the needs of those interested in the successful outcome of particular project.
93
94Inputs to the Plan Stakeholders Management Process
95Project Management Plan
96The project management plan is used as input to create the Stakeholder Management plan to ensure consistency. Contents already present in the project management plan that are related to how the stakeholders will be managed will be considered before writing the new Stakeholder Management Plan. For example, Communication Management plan and Risk Management plan will be considered as inputs for drawing out the Stakeholder Management plan. If any other process talks about stakeholder-related aspects in the project management plan, it will also be considered to maintain consistency. The latest approved version of the project management plan will be considered. Scope Baseline and Schedule Baseline will also be taken into account while drawing the stakeholder management plan because the extent to which the stakeholder is engaged depends on the size and schedule of the project.
97
98
99
100Table 12.2 Plan Stakeholders Management – Planning Process Group
101
102Initiation Identify Stakeholders
103Planning Plan Stakeholders Management
104Executing Manage Stakeholders Engagement
105Controlling Control Stakeholders Engagement
106Stakeholder Register
107Stakeholder Register is used to understand the stakeholders who are vital for the success of a project. The stakeholder register will have the contact details of the customer(s) and the end users. These details are classified and analyzed for effective stakeholder management.
108
109Enterprise Environmental Factors
110The following Enterprise Environmental (EE) factors are considered while framing the stakeholder management plan:
111
112Organization’s structure and culture
113Already existing infrastructure and other tools
114Organizational Process Assets
115The following assets are considered while framing the Stakeholder Management plan
116
117Policies and procedures (related to the management of stakeholders and human resources)
118Historical information (already existing Stakeholder Management plan)
119Lessons learnt documents (from similar kind of projects)
120Tools and Techniques of the Plan Stakeholders Management Process
121Expert Judgment
122Here, the experience gained from similar kind of projects in managing the stakeholders/process of stakeholder management is put into use. Dos and Don’ts are implemented based on the expertise gained from previous projects.
123
124Meetings
125In order to develop a stakeholder management plan which is realistic and accepted by the entire team, it is better to conduct team meetings while drawing the stakeholder management plan. This meeting should be attended by stakeholders such as project sponsors and others who are responsible for the project and its success. The project manager can also conduct this meeting with selected team members who have good knowledge of the stakeholders.
126
127Stakeholder Analysis
128Stakeholders are classified on the basis of their interests, influence and involvement in the project. Such a classification helps a project manager to focus on the complementary functions and relationships among stakeholders necessary to ensure project success.
129
130Stakeholder Classification Model
131Figure 12.4 shows three stakeholder classification models based on the power and the interest, influence and impact grids.
132
133
134
135Model 1: Classifies the stakeholders based on Power and Interest
136
137Model 2: Classifies the stakeholders based on Power and Influence
138
139Model 3: Classifies the stakeholders based on Power and Impact
140
141
142
143Power indicates the level of authority of a person; Interest indicates the level of concern a person has on the project; Influence indicates the level of involvement shown on the project; Impact is the effect due to the level of involvement.
144
145Another popular stakeholder classification model is the Salience Model (Figure 12.5), which is based on the power, urgency and legitimacy grids.
146
147
148Figure 12.4 Stakeholder Classification Models
149
150
151Figure 12.5 Salience Model of Stakeholder Classification
152
153Power indicates the level of authority of a person; Urgency indicates the need for immediate action and Legitimacy indicates whether the involvement is appropriate or not. A grid (Venn diagram) is drawn based on the above three factors to find out the type of stakeholders.
154
155Output of the Plan Stakeholders Management Process
156Stakeholder Management Plan
157The stakeholder management plan specifies the process of managing the stakeholders. Stakeholders are managed based on the classifications stipulated in the Stakeholder Management Plan.
158
159The purpose of the Stakeholder Management Plan is to provide a framework for the following:
160
161Identify each stakeholder and the corresponding group (classification), both internal to and external to the Project;
162Define roles and responsibilities of each group clearly so that the project can utilize them properly;
163Define communication methods clearly and specify how the stakeholder groups will interact;
164Define escalation mechanism clearly, if not already defined
165Provide a means to set clear expectations among all stakeholders
166The amount of time allocated to Stakeholder Management depends on the complexity and schedule of the project and its corresponding goals.
167
168MANAGE STAKEHOLDERS ENGAGEMENT
169Project Managers need to engage stakeholders throughout the lifecycle of a project in order to utilize them better for the success of the project. Most of the time, bringing in the right people will solve most of the problems. While we engage stakeholders, we may come across a few issues that need to be managed with our communication skills, management skills and interpersonal skills. Issues can be managed with proper planning by creating an issue log that helps to compile, analyze and manage the issues.
170
171Manage stakeholder engagement is part of the controlling process group as indicated in Figure 12.6 and Table 12.3.
172
173Inputs of the Manage Stakeholder Engagement Process
174Stakeholder Management Plan
175Project communication with stakeholders is an important part of any project. A project manager needs to establish lines of communication with all stakeholders and also develop a mechanism to keep them involved and aware of the project’s progress and status. Stakeholder Management plan defines an approach to communications and a mechanism to provide project data to stakeholders. It may be necessary to develop different strategies for the different groups identified during the Collect Requirement process. Some possible methods of communication are:
176
177Progress reports
178Meetings and briefings
179User groups (email groups)
180Access to documentation (Requirements)
181The stakeholder management plan indicates how the different stakeholders can be managed (i.e., it outlines the process).
182
183
184Figure 12.6 The inputs , tools, techniques and outputs of the Manage Stakeholders Engagement Process
185
186Communication Management Plan
187Who needs what information, when and how – these are the contents of the Communication Management plan. This is essential to engage the stakeholders at the appropriate time. This consists of communication strategy, communication methods, types of information to be passed etc. A well-defined communication management plan (that which has been agreed upon by all stakeholders), is essential to engage the stakeholders effectively.
188
189Change Log
190Change log will help us to trace and track the various changes and approaches that happened in the project from the time of its inception. It helps to track the various parameters such as scope, time, cost, quality, resources, etc. that were controlled during the lifecycle of the project. It helps to clarify the doubts and the changes in engagement model, if any.
191
192
193
194Table 12.3 Manage Stakeholders Engagement – Executing Process Group
195
196Initiation Identify Stakeholders
197Planning Plan Stakeholders Management
198Executing Manage Stakeholders Engagement
199Controlling Control Stakeholders Engagement
200Organizational Process Assets
201Organizational Performance Assets (OPA) factors that influence a project’s success are to be considered as an input to manage Stakeholder Engagement. This includes (but is not limited to)
202
203Organizational procedures (related to stakeholders and their engagement)
204Organizational policies
205Organizational process (standards that are already available)
206Organizational templates (Stakeholder Engagement template, if any)
207Historical information (completed schedules, EV, risk data etc.)
208Lessons Learnt knowledge base
209Tools and Techniques of the Manage Stakeholder Engagement Process
210Communication Methods
211There exist three types of communication methods: Push communication, Pull communication and Interactive communication. In Push communication, the communication is sent (pushed) to other party/parties. The receipt of the message is not confirmed by the recipient. In Pull communication, the receivers (message recipient) pull the communication at their discretion from systems/portals. When large volumes of information need to be passed, this method is used. In Interactive communication, both the parties interact and feedback is given back immediately.
212
213Interpersonal Skills
214Interpersonal skills are vital to engage the stakeholders continuously. These are skills that are practised and developed to communicate well with stakeholders. Interpersonal skills indicate our confidence level and our ability to listen to and understand other stakeholders. Interpersonal skills required for a project manager to manage stakeholder engagement include the talent for conflict management, negotiation, communication, leadership, problem solving, listening, stress management, cultural understandings, building trust and managing changes.
215
216Management Skills
217Management skills are required for a project manager to manage stakeholder engagement and execute the processes/tasks. Skills required to initiate, plan, allocate and execute the project are called as management skills. These skills are essential for engaging the stakeholders and include negotiation skills, writing styles, presentation skills and public speaking skills.
218
219Outputs of the Manage Stakeholder Engagement Process
220Issue Log
221Issue Log is a LIVE updated document, which contains the list of On-going and Close issues of the Project. An Issue is an event/action that impacts project execution, which needs to be resolved. While managing the engagement of stakeholders, issues, if any, that may arise, are entered into this document. It can be used to organize the current issues of the project based on various parameters of the project (such as priority, status etc). The Issue Log may also contain customer remarks that the project team may want to track. It also includes details regarding the closure of a project. Challenges faced by project managers while executing the project are also tracked in the Issue Log.
222
223Change Request, Project Management Plan and Project Document Update
224These are the outputs of any controlling process. Depending on the type of change, it entails a modification either in the plan or in the execution or both. If there is any change in the process, we update the Project Management Plan. Likewise, if there is any change in the execution part (project-specific), then we update the Project documents.
225
226CONTROL STAKEHOLDERS ENGAGEMENT
227Project Managers need to engage (Figure 12.7) the stakeholders throughout the lifecycle of the project to utilize them better for the project to succeed. Controlling Stakeholder Engagement is critical for the success of the project.
228
229Control Stakeholder Engagement is part of the controlling process group as indicated in Table 12.4
230
231
232Figure 12.7 The inputs, tools, techniques and outputs of the Control Stakeholders Engagement Process
233
234Table 12.4 Control Stakeholders Engagement – Executing Process Group
235
236Initiation Identify Stakeholders
237Planning Plan Stakeholders Management
238Executing Manage Stakeholders Engagement
239Controlling Control Stakeholders Engagement
240Inputs of the Control Stakeholder Engagement Process
241Project Management Plan
242Project Management Plan is the main input of this process, which talks about the course (the how part) of controlling the engagement of stakeholders. Various subsidiary plans (including Stakeholder Management Plan), which are part of the main project management plan help in charting a suitable mechanism for stakeholder engagement.
243
244Issue Log
245It is a LIVE updated document, which contains a list of On-going and Close issues of the Project. The various issues related to the engagement of stakeholders are managed using this document. The Issue Log can also be used to organize the current issues of the project based on various parameters (such as its priority, status etc.) so as to control it in a systematic way.
246
247Work Performance Data
248Work performance data is the input for the stakeholder engagement process. It includes data associated with the degree of compliance and data related to managing and controlling the stakeholders, such as number of Issues, number of Open Issues and number of Challenges faced by the Project Team.
249
250Project Documents
251Controlling stakeholders is specific to a project and hence the project related documents are used as inputs to address the issues raised by stakeholders. For example, if the current issues are related to the scope of the project, then the documents related to the scope of the project such as WBS, WBS dictionary, Scope Statement etc. are invoked to arrive at a speedy resolution.
252
253Tools and Techniques of the Control Stakeholder Engagement Process
254Expert Judgment
255The experience of experts is vital to control stakeholder engagement. Skill levels based on similar kind of previous activities are also considered as Expert Judgment. We may utilize the competence of experts to analyze existing historical information and use it to define better HR control and solve the current issues of stakeholders. We may also use expert judgment to evaluate the various options available and choose the best one. Usually, personnel of senior management, SMEs and external consultants are used for this purpose.
256
257Expert judgment is also available from other sources that include:
258
259Other units within the organization,
260Consultants,
261Stakeholders, including customers or sponsors,
262Professional and technical associations,
263Industry groups,
264Subject matter experts, and
265Project management office (PMO)
266Meetings
267To resolve an issue in a way that is realistic and accepted by the stakeholder, it is better to conduct team meetings while addressing issues. This meeting should also be attended by other stakeholders such as project sponsors and others who are responsible to contrive a solution to the problem at hand. The project manager can also conduct this meeting with selected team members who have good knowledge of the matter of contention.
268
269Report Systems
270Report Systems are standard tools that help to capture, store and distribute the information needed to manage and control stakeholders, thereby helping to resolve open issues. These also help managers to report the performance and progress of a project in resolving Issues.
271
272Outputs of the Control Stakeholder Engagement Process
273Work Performance Information
274Work performance data related to the Issues are analyzed in context to derive information pertaining to issue resolution based on how the data is inter-related. This information is called as Work Performance Information (WPI).
275
276Examples:
277
278Issue solving efficiency
279Accepted issues
280Rejected issues
281Trend in issue numbers
282Change Request, Project Management Plan Update and Project Document Update
283These are outputs of any controlling process. Depending on the types of change, it requires a change either in the plan or in the execution or both. If there is any change in the process, we update the Project Management Plan. Likewise, if there is any change in the execution part (project-specific), then we update the Project documents.
284
285Summary
286This chapter discusses the Stakeholder Management knowledge area. The process of identifying stakeholders involves identifying all team members, organizations or entities impacted by the project and documenting their interests and involvement. Stakeholder management has the following two important outputs: stakeholder register and a stakeholder management strategy. Plan Stakeholder management process belongs to Planning Process group. Engaging the right kind of people (people with the right skills) in the right way in a project at the right time makes a big difference to the success of the Project. Manage Stakeholder Engagement is part of the controlling process group. Project Managers need to engage the stakeholders throughout the project lifecycle and satisfy their interests in the project to ensure success. Controlling Stakeholder Engagement is critical for the success of the project.
287
288Chapter 12 Questions and Answers
289Please set yourself a time clock of 1 hour to take this test
290Mark your answers using pencil in the answer sheet provided at the end of this question set
291The correct answers are provided at the end of this question set (after the answer sheet)
292Give one mark for each correct answer for evaluation purpose
293There is no negative marking for the wrong answers
294ractice this test multiple times for better results
295All the very best!
296Question 1.
297
298The main output of the Identify Stakeholder process is
299
300Risk Register
301Stakeholder Plan
302Stakeholder Register
303Stakeholder Management Strategy
304Question 2.
305
306Suppose that your manager has asked you to find an approach to increase organizational support to minimize the negative impacts of stakeholders throughout the project life cycle. What did he ask you to prepare?
307
308Risk Register
309Stakeholder Plan
310Stakeholder Register
311Stakeholder Management Strategy
312Question 3.
313
314Suppose that your manager asks you to demonstrate your plan to manage stakeholders in a project. Which of the following tools will you use?
315
316Risk Register
317Stakeholder Register
318Stakeholder Analysis Matrix
319Stakeholder Impact Matrix
320Question 4.
321
322When a stakeholder has additional information needs, which of the following would you update?
323
324Stakeholder Register
325Risk Register
326Stakeholder Management Strategy
327Issue Log
328Question 5.
329
330The following are the contents of Stakeholder Register except
331
332Assessment Information
333Identification Information
334Stakeholder Classification
335Urgency of the need of Information
336Question 6.
337
338All but one of the following are the contents of Stakeholder Management strategy:
339
340Key stakeholders who can significantly impact the project
341Level of participation in project desired for each identified stakeholder
342Stakeholder Groups and their management
343Urgency of the need of Information of stakeholders
344Question 7.
345
346Who is responsible for Stakeholder Expectation management?
347
348Project Leader
349Customer
350Project Manager
351Project Sponsor
352Question 8. Of the following, who is not a key stakeholder for an internal project?
353
354Project Leader
355External Customer
356Project Manager
357Team members
358Question 9.
359
360You are the Project Manager of ABC Project, which is highly complex in terms of technology and size. Which stakeholder gives required support and money to start the Project?
361
362Project Sponsor
363External Customer
364Internal Customer
365Team members
366Question 10.
367
368You are the Project Manager of ABC Project, which is highly complex in terms of technology and size. Who Signs the Charter of the Project?
369
370Project Manager
371Project Leader
372Project Sponsor
373Team members
374Question 11.
375
376You are in the process of taking over a project from another project manager when the project is in between stages. You come to know that the customer will seek lot of changes in the project. What is the best approach for the Project Manager?
377
378Involve the Customer early into the project
379Ignore others’ view about the customer
380Escalate this to the customer’s boss
381Get away from this Project.
382Question 12.
383
384You are the Project Manger of ABC Project, which is complex in nature in terms of technology and size of the project. The business analyst at customer location complains that he is not able to collect the requirement fully as a group of stakeholders who are not willing to give their requirements keep passing negative comments about the project. What kind of stakeholders are they?
385
386Negative Stakeholders
387Positive Stakeholders
388Internal Stakeholders
389Poor Stakeholders
390Question 13.
391
392When will the stakeholder identification happen in a project?
393
394At the beginning of the project
395At the end of the project
396Throughout the lifecycle of the project
397At the end of every phase of the project
398Question 14.
399
400Stakeholders often have conflicting interest and objectives.
401
402True
403False
404Question 15.
405
406Involving stakeholders in the initiation phase group improves the probability of a positive outcome for the Project.
407
408True
409False
410Question 16.
411
412The following are the tools and techniques of Identify stakeholders, except:
413
414Stakeholder Analysis
415Expert Judgment
416Meeting
417Communication Methods
418Question 17.
419
420Stakeholder Analysis happens in which of the following process?
421
422Identify Stakeholders
423Plan Stakeholder Management
424Manage Stakeholder Engagement
425Control Stakeholder Engagement
426Question 18.
427
428Change Log is the input and Issue Log is the output in which of the following process?
429
430Identify Stakeholders
431Plan Stakeholder Management
432Manage stakeholder Engagement
433Control Stakeholder Engagement
434Question 19.
435
436This skill indicates our confidence level and our ability to listen to and understand other stakeholders.
437
438Interpersonal Skill
439Managerial Skill
440Communication Skill
441Technical Skill
442Question 20.
443
444This skill is required to initiate, plan, allocate and execute the project.
445
446Interpersonal Skill
447Managerial Skill
448Communication Skill
449Technical Skill
450Question 21.
451
452Issue Log is used as an input in which of the following process?
453
454Identify Stakeholders
455Plan Stakeholder Management
456Manage Stakeholder Engagement
457Control Stakeholder Engagement
458Question 22.
459
460indicates the level of authority of a person. indicates the need for immediate action. indicates whether the involvement is appropriate or not.
461
462Power , Urgency , Legitimacy
463Legitimacy, Urgency , Power
464Urgency , Legitimacy , Power
465Power , Legitimacy, Urgency
466Question 23.
467
468Interpersonal skills and managerial skills are used as tools and techniques in which of the following process?
469
470Identify Stakeholders
471Plan Stakeholder Management
472Manage stakeholder Engagement
473Control Stakeholder Engagement
474Question 24.
475
476Project stakeholders should be involved in the following phases of the Project Life Cycle.
477
478In all phases of the lifecycle
479In the initial stage
480In the final stage
481In the execution stage
482Question 25.
483
484Determining and delivering the required level of quality and grade is the responsibility of which of the following stakeholder(s)?
485
486Project Sponsor
487Project Manager
488Project Team
489All the Stakeholders of the Project
490Question 26.
491
492The ability of stakeholders to influence the final characteristics of the product is highest at the beginning of the project and gets progressively lower as the project continues
493
494True
495False
496Question 27.
497
498Process of gathering stakeholder needs to the project objective is part of which of the following process?
499
500Collect Requirements
501Identify Stakeholder
502Plan Stakeholder Management
503Control Stakeholder Engagement
504Question 28.
505
506The major purpose of the status report is to
507
508Organize and summarize the information to key stakeholder
509Inform upper management about
510Provide information to the customer
511Inform the Client about the percentage of completion of the project
512Question 29.
513
514Which of the following document will help us to trace and track various changes and approaches that happened in the project from the time of its inception
515
516Approach Document
517Stakeholder Register
518Issue Log
519Change Log
520Question 30.
521
522Which of the following document will have the customer remarks about the project?
523
524Approach Document
525Stakeholder Register
526Issue Log
527Change Log
528Question 31.
529
530Expert Judgment is available in all the following formats, except:
531
532Consultant
533Industry Groups
534Subject Matter Expert
535Team members
536Question 32.
537
538In general, differences among stakeholders must be resolved in favor of
539
540Consultant
541Customers
542Project managers
543Team members
544Question 33.
545
546The generic lifecycle structure shows the characteristics of all except which one of the following?
547
548Cost and Staffing levels are low at the start
549Cost and Staffing levels drop rapidly as the project nears completion
550Stakeholder influence is lowest at the start of the project
551Stakeholder influence is greatest at the start of the project
552Question 34.
553
554Who is usually responsible for portfolio management within an organization?
555
556Project Managers
557Project Sponsors
558Stakeholders
559Senior Management
560Question 35.
561
562The customer is not happy with the deliverables your team had recently supplied. What will be your first response?
563
564Speak to your team members
565Speak to the customer
566Rework on the deliverables
567Create a Change Request
568Question 36.
569
570Issue Log is an output to which of the following process?
571
572Identify Stakeholders
573Plan Stakeholder Management
574Manage stakeholder Engagement
575Control Stakeholder Engagement
576Question 37.
577
578Manage Stakeholder Engagement Process belongs to which of the following Process Group?
579
580Initiation
581Planning
582Execution
583Controlling
584Question 38.
585
586Crawford Slip is closely associated with which of the following process?
587
588Identify Stakeholders
589Plan Stakeholder Management
590Manage stakeholder Engagement
591Control Stakeholder Engagement
592Question 39.
593
594“Level of Involvement†shown by a stakeholder is called as
595
596Interest
597Influence
598Impact
599Power
600Question 40.
601
602“Level of Concern†shown by a stakeholder is called as
603
604Interest
605Influence
606Impact
607Power
608Question 41.
609
610“Level of Authority†shown by a stakeholder is called as
611
612Interest
613Influence
614Impact
615Power
616Question 42.
617
618Salience model of Stakeholder classification connects all of the following except:
619
620Legitimacy
621Influence
622Urgency
623Power
624Question 43.
625
626Negotiation skills , writing styles , presentation skills and public speaking skills are together classified as
627
628Management Skills
629Interpersonal Skills
630Leadership Skills
631Program manager Skills
632Question 44.
633
634Which of the following is an input to Manage Stakeholders engagement
635
636Management Skills
637Interpersonal Skills
638Work Performance Information
639Work Performance Data
640Question 45.
641
642“Level of Involvement†shown by a stakeholder is called as
643
644Interest
645Influence
646Impact
647Power
648Question 46.
649
650Which of the following processes belong to Initiation Process Group?
651
652Identify Stakeholders
653Plan Stakeholder Management
654Manage stakeholder Engagement
655Control Stakeholder Engagement
656Question 47.
657
658In order to develop a Stakeholder Management plan that is realistic and accepted by the entire team, the following technique is being used while drawing the Stakeholder Management plan.
659
660Expert Judgment
661Meetings
662Stakeholder Analysis
663Control Stakeholder Engagement
664Question 48.
665
666In which of the following techniques Stakeholders are classified on the basis of their interests, influence and involvement in the project?
667
668Expert Judgment
669Meetings
670Stakeholder Analysis
671Control Stakeholder Engagement
672Question 49.
673
674Following are the type of communication methods except:
675
676Push Communication
677Pull Communication
678Interactive Communication
679Formal Communication
680Question 50.
681
682Skill level based on similar kind of previous project activities are considered as
683
684Expert Judgment
685Pull Communication
686Meeting
687Reporting Systems
688Answer Sheet for Chapter 12 Questions
689Question Number Answer
690Question 1
691Question 2
692Question 3
693Question 4
694Question 5
695Question 6
696Question 7
697Question 8
698Question 9
699Question 10
700Question 11
701Question 12
702Question 13
703Question 14
704Question 15
705Question 16
706Question 17
707Question 18
708Question 19
709Question 20
710Question 21
711Question 22
712Question 23
713Question 24
714Question 25
715Question 26
716Question 27
717Question 28
718Question 29
719Question 30
720Question 31
721Question 32
722Question 33
723Question 34
724Question 35
725Question 36
726Question 37
727Question 38
728Question 39
729Question 40
730Question 41
731Question 42
732Question 43
733Question 44
734Question 45
735Question 46
736Question 47
737Question 48
738Question 49
739Question 50
740Answers for Chapter 12 Questions
741Question Number Answer
742Question 1
743C
744Question 2
745D
746Question 3
747C
748Question 4
749C
750Question 5
751D
752Question 6
753D
754Question 7
755C
756Question 8
757B
758Question 9
759A
760Question 10
761C
762Question 11
763A
764Question 12
765A
766Question 13
767C
768Question 14
769A
770Question 15
771A
772Question 16
773D
774Question 17
775A
776Question 18
777C
778Question 19
779A
780Question 20
781B
782Question 21
783D
784Question 22
785A
786Question 23
787C
788Question 24
789A
790Question 25
791B
792Question 26
793A
794Question 27
795A
796Question 28
797A
798Question 29
799D
800Question 30
801C
802Question 31
803D
804Question 32
805B
806Question 33
807C
808Question 34
809D
810Question 35
811B
812Question 36
813C
814Question 37
815D
816Question 38
817A
818Question 39
819B
820Question 40
821A
822Question 41
823D
824Question 42
825B
826Question 43
827A
828Question 44
829D
830Question 45
831C
832Question 46
833A
834Question 47
835B
836Question 48
837C
838Question 49
839D
840Question 50
841A
842Explanations for Chapter 12 Answers
843Answer C
844Although stakeholder management strategy is also an output, the main output of the Identify Stakeholder process is a stakeholder register. Since we cannot form the Stakeholder Management strategy without Stakeholder Register, the best answer is Stakeholder Register.
845
846Answer D
847Stakeholder Management Strategy is the document where we specify how we will manage the stakeholders based on their interest, influence and impact (Stakeholder Classification). The strategy depends on the combination of the above factors.
848
849Answer C
850Stakeholder Analysis matrix is often used to represent an organization’s Stakeholder Management strategy.
851
852Answer C
853Stakeholder Management strategy consists of details like stakeholder interest, influence and impact. Here, information needs have more to do with the interest the stakeholder has shown in the project.
854
855Answer D
856Stakeholder Register consists of assessment information, identification information (name, etc), stakeholder classification (client, vendor etc) but it will not have the details of urgency of the need of the information. Urgency of the need of information will be part of the Communication Management plan.
857
858Answer D
859Stakeholder Management strategy includes all the details of Options A, B, and C. Urgency of the need of information will be part of the Communication Management plan.
860
861Answer C
862The project manager is responsible for Stakeholder Expectation Management. Managing stakeholder expectation is very critical for the execution of a project.
863
864Answer B
865Identifying the key stakeholder is very important for the execution of a project. For an internal project, external customer is not important (Is he a stakeholder?)
866
867Answer A
868Project Sponsor gives the money to start the project and he is the one who gives authority to the project manager through Project Charter.
869
870Answer C
871The Project Sponsor, being the authorized signatory, signs on the Project Charter. The charter gives the authority to the project manager to start the project.
872
873Answer A
874Involving the Customer early into the Project will help to solve the problem. Involving him early will help to reduce the changes and thereby avoid lot of rework in the project.
875
876Answer A
877Negative Stakeholders. A negative stakeholder sees the negative outcome of the project; he may be negatively affected by the project and is less likely to see the project being finished successfully.
878
879Answer C
880Stakeholder Identification process is part of the initiation process group, but this process is an iterative process and will be executed throughout the lifecycle of the process.
881
882Answer A
883Stakeholders often have conflicting interest and objectives which make the project difficult to manage. For example, one stakeholder (Sponsor) may be interested only in the Cost parameter while another (Program Manager) may be interested in resource-related parameters. You, as Project Manager however, would be interested in finishing the project successfully.
884
885Answer A
886Involving stakeholders in the initiation phase group improves the probability of a positive outcome for the Project. We need to call all the stakeholders in the kick-off meeting which happens before starting the project. All the stakeholders will come to know about the project objectives, as also about each other. This would help in the successful execution the project.
887
888Answer D
889Identify Stakeholders uses Stakeholder Analysis, Expert Judgment and Meeting as Tools and Techniques. Communication method is the technique used in Manage Stakeholder engagement process.
890
891Answer A
892Stakeholder Analysis is a technique used in Identify Stakeholder and hence, it is the answer. Stakeholders need to be analyzed as soon as they are identified. It may also happen in other stages but A is the best option. Stakeholders are classified on the basis of their interests, influence and involvement in the project. Such a classification helps a project manager to focus on the complementary functions and relationships among stakeholders to ensure project success.
893
894Answer C
895Manage Stakeholder Engagement process is the correct answer. Project Managers need to engage stakeholders throughout the project lifecycle in order to utilize them well for the success of the project. Most of the time, bringing in the right people will solve most of the problems. While we engage stakeholders, we may come across a few issues that need to be managed with our communication skills, management skills and interpersonal skills. Issues can be managed with proper planning by creating an Issue Log that helps to compile, analyze and manage the issues.
896
897Answer A
898Interpersonal skills indicate our confidence level and our ability to listen to and understand other stakeholders. Interpersonal skills are vital to engage the stakeholders continuously. These are skills that are practised and developed to communicate well with stakeholders.
899
900Answer B
901Management skills are required for a project manager to manage Stakeholder Engagement and execute the processes/tasks. Skills required to initiate, plan, allocate and execute the project are called as management skills. These skills are essential for engaging the stakeholders and include negotiation skills, writing styles, presentation skills and public speaking skills.
902
903Answer D
904Issue Log, Project Management Plan and Work Performance Data are the inputs of Control Stakeholder Engagement Process. Issue Log is a LIVE updated document, which contains a list of On-going and Close issues of the Project. The various issues related to the engagement of stakeholders are managed using this document. The Issue Log can also be used to organize the current issues of the project based on various parameters (such as its priority, status etc.), so as to control it in a systematic way.
905
906Answer A
907Power indicates the level of authority of a person; Urgency indicates the need for immediate action and Legitimacy indicates whether the involvement is appropriate or not. One of the popular stakeholder classification models is the Salience Model which is based on the power, urgency and legitimacy grids.
908
909Answer C
910Interpersonal skills, managerial skills and communication methods are the tools and techniques used in Manage Stakeholder Engagement Process. Project Managers need to engage stakeholders throughout the lifecycle of a project in order to utilize them better for the success of the project. Most of the time, bringing in the right people will solve most of the problems.
911
912Answer A
913Stakeholders are to be involved in all phases of the lifecycle from the beginning to the end of the Project. Proper stakeholder management will lead the project towards its success. Project Managers need to engage stakeholders throughout the lifecycle of a project in order to utilize them better for the success of the project. Bringing in the right people will solve most of the problems.
914
915Answer B
916Stakeholders to be involved in all phases of the lifecycle from the beginning to the end of the Project. But determining the level of quality and grade to be delivered is the responsibility of the Project Manager and the Project management team.
917
918Answer A
919The ability of the stakeholders to influence the final characteristics of the projects product is highest at the start and gets progressively lower as the project continues
920
921Answer A
922Gathering stakeholder needs is part of the Collect Requirement process which is part of the Scope Management knowledge area.
923
924Answer A
925The main purpose of the status report is to inform key stakeholders of the project about the project status. Key stakeholders needs to be identified first.
926
927Answer D
928Change log will help us to trace and track the various changes and approaches that happened in the project from the time of its inception. It helps to track the various parameters such as scope, time, cost, quality, resources, etc. that were controlled during the lifecycle of the project. It helps to clarify the doubts and changes in the engagement model, if any.
929
930Answer C
931Issue Log is a LIVE updated document, which contains a list of On-going and Close issues of the Project. The Issue Log may also contain customer remarks that the project team may want to track. Challenges faced by project managers while executing the project are also tracked in the Issue Log.
932
933Answer D
934Expert Judgment comes from various sources and out of the available sources, Option D is the answer. Experts usually come from the outside, from different sources.
935
936Answer B
937In general, differences among stakeholders must be resolved in favor of the Customer/End Users. This is an important tip (clue) while attacking and addressing conflicts among various stakeholders.
938
939Answer C
940Stakeholder influence is greatest at the beginning of the project; Cost and Staffing levels are low at the start, Peak at the execution phase, and drop rapidly towards the end of the project.
941
942Answer D
943Project Manger may not be assigned at this stage and hence, senior management is responsible for it. The portfolio manager decides it based on the strategic objective of the organization. Strategic Objective of the Organization may change over a period of time.
944
945Answer B
946As a project manager, we need to attack the problem where it exists. When the feedback is of negative nature, understand exactly the cause (reason) of customer dissatisfaction. A discussion with the customer is the most effective way of achieving this objective.
947
948Answer C
949The outputs of Manage Stakeholder Engagement process are Issue Log, Change Request, Project Management Plan update and Project document update.
950
951Answer D
952Manage Stakeholder engagement and Control Stakeholder engagement are part of the controlling Process Group.
953
954Answer A
955Project managers use group dynamic techniques to identify stakeholders. The Crawford slip is another popular technique used for this purpose. This technique can be used to rapidly collate ideas from a large group of people. Crawford is actually one of the original forms of brain-writing.
956
957Answer B
958Level of involvement is called as Influence. Level of concern is called as Interest. Effect of involvement is called as Impact.
959
960Answer A
961Level of involvement is called as Influence. Level of concern is called as Interest. Effect of involvement is called as Impact.
962
963Answer D
964Level of involvement is called as Influence. Level of concern is called as Interest. Effect of involvement is called as Impact. Level of authority is called as Power.
965
966Answer B
967Power indicates the level of authority of a person. Urgency indicates the need for immediate action and Legitimacy shows whether the involvement is appropriate or not. A grid (Venn diagram) is drawn based on the above three factors to find out the type of stakeholders. It is called as Salience Model of Stakeholder Classification.
968
969Answer A
970Management skills are required for a Project Manager to manage Stakeholder Engagement and execute the processes/tasks. Skills required to initiate, plan, allocate and execute the project are called as management skills. These skills are essential for engaging the stakeholders and include negotiation skills, writing styles, presentation skills and public speaking skills.
971
972Answer D
973Project Management Plan, Work Performance Data, Issue Log and Project Documents are the inputs to manage Stakeholder Engagement.
974
975Answer C
976Level of involvement is called as Influence. Level of concern is called as Interest. Effect of involvement is called as Impact. Level of Authority is called as Power.
977
978Answer A
979Identify stakeholder process belongs to Initiation Process Group. But this process is executed throughout the lifecycle of the project.
980
981Answer B
982In order to develop a stakeholder management plan which is realistic and accepted by the entire team, it is better to conduct team meetings while drawing the stakeholder management plan. This meeting should be attended by stakeholders such as project sponsors and others who are responsible for the project and its success. The project manager can also conduct this meeting with select team members who have good knowledge of the stakeholders.
983
984Answer C
985Stakeholders are classified on the basis of their interests, influence and involvement in the project. Such a classification helps a project manager to focus on the complementary functions and relationships among stakeholders necessary to ensure project success.
986
987Answer D
988There exist three types of communication methods: Push communication, Pull communication and Interactive communication. In Push communication, the communication is sent (pushed) to other party/parties. The receipt of the message is not confirmed by the recipient. In Pull communication, the receivers (message recipient) pull the communication at their discretion from systems/portals. When large volumes of information need to be passed, this method is used. In Interactive communication, both the parties interact and feedback is given back immediately.
989
990Answer A
991The experience of experts is vital to control Stakeholder Engagement. Skill levels based on similar kind of previous activities are also considered as Expert Judgment. We may utilize the competence of experts to analyze existing historical information and use it to define better HR control and solve the current issues of stakeholders. We may also use expert judgment to evaluate the various options available and choose the best one. Usually, personnel of senior management, SMEs and external consultants are used for this purpose.
992
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