1. Introduction
The fourth out of four procurement-related project management processes is in the Monitoring & Controlling Process group, and is the process which monitors the current engagement level of stakeholders and takes action if that level is not in line with the desired level of engagement at that point in the 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).
The issue log is used to record any new issues that come up or to note the resolution of any current issues. Work performance data is used as an input, where it is analyzed in the course of this process.
The change log and of course the stakeholder register are inputs to this process as well.
| 13.3 MANAGE STAKEHOLDER MANAGEMENT | ||
| INPUTS | ||
| 1. | Stakeholder Management Plan |
|
| 2. | Issue log |
|
| 3. | Work Performance Data |
|
| 4. | Project Documents |
|
| TOOLS & TECHNIQUES | ||
| 1. | Information Management Systems | Helps capture, store, and distribute information to stakeholders on project cost, schedule progress, and performance |
| 2. | Expert Judgment | Engagement levels of stakeholders are monitored and adjusted by conferring with
|
| 3. | Meetings |
|
| OUTPUTS | ||
| 1. | Work performance information | Performance data that are collected, analyzed, and integrated. |
| 2. | Change requests | Analysis of project performance and interactions with stakeholders may generate change requests. |
| 3. | Project management plan updates |
|
| 4. | Project documents updates |
|
| 5. | OPAs updates |
|
3. Tools & Techniques
The main tool used is the information management system, such as Microsoft Project or Primavera. Expert judgment and meetings are used to a) analyze the performance data and integrate it to produce useable performance information (how is the project doing as compared to where it should be at this point?), and b) analyze the impact that this will have on various stakeholders.
4. Outputs
The performance information created in the process is then transmitted to the stakeholders as per the stakeholder and communication management plan. Change requests might result, not as the result of a change in the project scope, as in the previous process, but due to the change in performance on the project itself.
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. But ANY of the knowledge areas may be affected by the performance information and the stakeholders reaction to it.
The issue log may be updated, as well as the stakeholder register to reflect changing levels of current stakeholder engagement, or changes in the desired level of stakeholder engagement, which may change during the various phases of the project.
This concludes the review of the last of the processes for the stakeholder management area
Filed under: Uncategorized |
4squareviews 
Leave a Reply