5th Edition PMBOK® Guide—Chapter 13: Process 13.3 Manage Stakeholder Engagement


1.  Introduction

The third out of four procurement-related project management processes is in the Executing Process group, and is the process which communicates and engages with stakeholders throughout the project in order to meet their needs, address issues, and support stakeholder engagement.  By reducing resistance from stakeholders and gaining their support, a project manager can increase the chances for success on a project.

2.  Inputs

These come from the stakeholder management plan, which has in previous processes identified stakeholders and analyzed them with regards to strategies on a macro level, based on their impact and interest level, and then on a micro level with regards to their individual level of engagement (unaware, resistant, neutral, supportive, or leading).

Change requests that are approved are one of the things that trigger communication to and engagement with stakeholders to monitor the impact of those changes.

Any organizational procedures dealing with the management of issues and change control are also inputs, along with historical information gleaned from previous, similar projects.

13.3 MANAGE STAKEHOLDER MANAGEMENT
INPUTS
1. Stakeholder Management Plan
  • Describes methods and technologies used for communication with stakeholders
  • Determines current level and desired level of stakeholder engagement
  • Describes strategy for managing stakeholders throughout the project life cycle.
2. Communications Management Plan
  • Stakeholder communication requirements
  • Information to be communicated, and reason for distribution
  • Escalation process
3. Change log Documents changes that occur on a project, and their impact on the project’s time, cost and risk.
4. OPAs
  • Organizational communication requirements
  • Issue management procedures
  • Change control procedures
  • Historical information on similar projects
TOOLS & TECHNIQUES
1. Communication Methods Methods of communication specified for each stakeholder are utilized as set forth in Communications Management Plan.
2. Interpersonal Skills Engagement levels of stakeholders are managed by

  • Building trust
  • Resolving conflict
  • Active listening
  • Overcoming resistance to change
3. Management Skills Coordination and harmonization the group toward accomplishment of project objectives through:

  • Facilitation of consensus
  • Influencing people to support project
  • Negotiation of agreements to satisfy project needs
  • Modification of organizational behavior to accept project outcomes
OUTPUTS
1. Issue log Identifies issues and records their resolution.
2. Change requests Change requests to the product or the project may require interaction with the impacted stakeholders.
3. Project management plan updates
  • Stakeholder management plan—new or changed stakeholder requirements
  • Communication management plan—new or changed communication requirements
4. Project documents updates
  • Stakeholder register—identification of new stakeholders, change in engagement level of existing stakeholders
5. OPAs updates
  • Stakeholder notifications
  • Project reports, presentations, records
  • Feedback from stakeholders
  • Lessons learned documentation

3.  Tools & Techniques

The communication methods laid out in the stakeholder and communication management plans are carried out, both interpersonal and management skills are used to manage the stakeholders level of engagement in the project.

4.  Outputs

The issue log identifies issues and records their resolution.  If changes are requested, the stakeholders who may be impacted by those proposed changes need to be communicated with to gauge their reaction.

If in the course of the project, the stakeholders have new requirements or needs, or if those needs change, the stakeholder management plan should be changed to reflect this.  Also, if the requirements for communicating with the stakeholders change, these must be reflected in the communication management plan.

Any changes in the engagement of specific stakeholders need to be included in updates to the stakeholder register, and the company should keep the experience with stakeholders on the current project in mind for inclusion in lessons learned documentation, which may help stakeholder management on future projects.

The next post will cover the last stakeholder management process, 13.4 Control Stakeholder Engagement.

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