Chapter 6 - Summary Business management PDF

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Summary

Chapter 6 Identify Stakeholders Find Stakeholders One way to understand who stakeholders are is to ask will use will be affected , or could impact this Stakeholders include people who: Work on the project Provide people or resources for the project Have their routines disrupted the project Monitor r...

Description

Chapter 6 Identify Stakeholders Find Stakeholders - One way to understand who stakeholders are is to ask “Who will use will be affected by, or could impact this project?” - Stakeholders include people who: - Work on the project - Provide people or resources for the project - Have their routines disrupted by the project - Monitor regulations, laws, standards of practice at local, county, state and federal levels

Analyze Stakeholders - Stakeholder analysis is a stakeholder identification technique composed of gathering and evaluating information to determine whose interests should be emphasized throughout the project - The first step of SA is prioritization - Stakeholders are prioritized based upon level of - Power – Ability to get others to do something - Legitimacy – Perception that their actions are appropriate - Urgency – Time sensitivity and legitimacy of claim

Document Stakeholders - The stakeholder register is a repository of information regarding all project stakeholders - Provides input to relationship building with the various stakeholders and helps determine their requirements - Living document that changes as needed and often in the form of a matrix

Plan Stakeholder Engagement - Project teams plan stakeholder engagement both by creating a tool called a stakeholder engagement assessment matrix and by planning to build relationships with the stakeholders

Creating a stakeholder engagement assessment matrix - This matrix typically includes a first column showing the stakeholders - For each stakeholder additional columns may represent how much they are currently supporting or opposing the project, where you would like them to be, barriers to their changing etc

Planning to build relationships with the stakeholders - This is an ongoing process throughout the life of the project - The project manager normally continues to nurture the relationship even after the project is completed to increase the chances of securing a future project - Project relationship-building activities that are useful include the following: - Share individual motives - Encourage open communication - Use shared learning - Share enjoyment of the project

Manage Stakeholder Engagement - Process of the project team communicating and working with stakeholders to satisfy their needs, handle issues quickly and encourage active stakeholder participation throughout

Monitor Stakeholder Engagement - Process of engaging stakeholders and managing relations with them effectively

Plan Communications Management - This plan considers stakeholders’ information desires and guides the project communications

Communications Plan

Purposes Column - Instructs the project team to consider the purpose for each communication - A project manager must use effective communications to set and manage expectations of all stakeholders as well as to ensure that the work is completed on time Structures Column - Suggests that when an organisation has adequate existing communication structures it should use them - There is no need to reinvent every document

Methods Column - Projects rely on push methods in which communications are sent or pull methods where communications are posted on paper or in electronic form - A typical communication plan will utilize a variety of these methods Timing Column - A reminder that a project team needs to consider timing issues when developing a project communications plan - Three types of timing schedules - At the end of each major stage in the project life cycle - Project progress is often reported at regularly scheduled meetings - On an as-needed basis

Communications Matrix - This matrix lists the following information? - Who does the project team need to learn from? - What does the team need to learn from this stakeholder? - Who does the project team need to share with? - What does the stakeholder need to know? - When do they need to know it? - What is the most effective communications method for this stakeholder? - Who on the project team is responsible for this communication?

Manage Project Knowledge - The process of using and developing knowledge to help improve both the current project and the capability of the organisation - To increase knowledge and the successful use and reapplication of it, organizations often create a lessons learned knowledge base

Manage Communications - Includes all the work associated with the project communications plan, starting with planning for it, generating it, organizing and sharing it and finally storing and disposing of it

Determine Project Information Needs - All needs need to be handled accurately, promptly and in a manner that balances effectiveness with cost and effort - Communicate accurately – Means being factually honest as well as presenting information in a manner that people are likely to interpret correctly - Communicate promptly – Providing the information soon enough so that its useful to the recipient to facilitate timely decisions - Communicate effectively – The extent to which the receiver opens, understands and acts appropriately upon the communication

Establish Information Retrieval and Distribution System - Project information can be retrieved from many different sources - It can also be distributed via many systems - Project management software is frequently used for schedule information

Project Meeting Management -PDCA Model - Any process practiced repeatedly, focusing on reusing and adapting things that worked well and avoiding things that did not work well, improves over time

Issues Management The 4 primary types of information captured in project meetings are - Decisions made Any decisions made should be documented - New issues surfaced and old issues resolved Any new issues that surfaced or existing issues that were resolved should be recorded An issues log is a dynamic repository of information regarding both open issues and those that have been resolved - Action items A task that one or more members of the project team agree to perform by a specific date These are recorded and the project manager reminds the team at the end of the meeting what each member agreed to do - An evaluation of the meeting Evaluation of both good points from the project meeting that the team would like to repeat and poor points from the meeting that the team would like to avoid...