Capm-Stakeholders

Front 1

What is the general goal of the Stakeholders knowledge area?

Back 1

As the PM you want to identify stakeholders, then the management approach to stakeholders is documented (gathering their expectations and managing those expectations), and then they are managed and controlled

Front 2

Who are some typical stakeholders?

Back 2

Some typical stakeholders are customer, users, sponsors, portfolio managers, portfolio review board, program managers, project management office, project managers, project teams, functional managers, perations management, sellers, business, partners, regulatory and government entities

Front 3

How do you balance stakeholder interests?

Back 3

You balance stakeholder interest by: focusing on the reasons for undertaking the project within the contact of market conditions or business needs as well as the relative priority of this project for the company, focusing on the requires items as defined in the project charter, and focusing on the project management plan

Front 4

How do you deal with project change requests?

Back 4

Change requests should be tackled using the following ordered steps: (1) never say "no" (present impacts of change as options), (2) listen carefully to the customer/sponsor regarding their request, (3) involve the appropriate team members to determine options and their impacts, (4) communicate the options, and (5) let the customer/sponsor make the final decision based on your presented options

Front 5

Process Identify stakeholders

Back 5

in the INITIATING process group; determine which people and orgs are impacted by the project

Front 6

Process Identify stakeholders: inputs

Back 6

project charter; procurement documents

Front 7

Process Identify stakeholders: tools and techniques

Back 7

stakeholder analysis (each stakeholders interest, expectaitons and leverage are documented); expert judgment; meetings

Front 8

Process Identify stakeholders: outputs

Back 8

stakeholder register

Front 9

What is the power/influence grid stakeholder analysis method?

Back 9

The Power/Influence grid graphically illustrates which stakeholders need to be: kept satisfied, managed closely, monitored or kept informed (on the vertical access: power: low to high; on the horizontal: interest: low to high; low interest+low power = monitor; low interest + high power = keep satisfied; high interest + low power = keep informed; high interest + high power = manage closely)

Front 10

What is the stakeholder register?

Back 10

The stakeholder register is used to manage an increase in the positive impact of and decrease the negative impact of stakeholders interest

Front 11

Process - Plan stakeholder management

Back 11

in the PLANNING process group; create the plan to manage strategies used to commit stakeholders to the project based on their desires, stake and potential influence

Front 12

Process - Plan stakeholder management: inputs

Back 12

project management plan; stakeholder register;

Front 13

Process - Plan stakeholder management: tools and techniques

Back 13

expert judgment; meetings

Front 14

Process - Plan stakeholder management: outputs

Back 14

stakeholder management plan

Front 15

What is the stakeholder management plan?

Back 15

The stakeholder management plan can be either formal or informal and help the PM and team: compare the current and desired level of stakeholder engagement; identify interrelationships between stakeholders; identify stakholder communications requirements; update the stakeholder management plan when needed

Front 16

What is the stakeholder engagement assessment matrix?

Back 16

The stakeholder engagement assessment matrix isused to compare the current and desired level of stakeholder engagement ( along the top of the table are listed the levels of engagement: unaware, resistant, neurtal, supportive and leading; each row is a stakeholder with a C for Current level and a D for Desired level marked into any of the engagement level columns for hte purpose of tracking)

Front 17

Process - Management stakeholder engagement

Back 17

in the EXECUTING process group; focuses on communicating with stakeholders, meeting their expectations, addressing their problems in a timely manner and encouraging commitment to the project

Front 18

Process - Management stakeholder engagement: inputs

Back 18

stakeholder management plan; communications management plan; change log

Front 19

Process - Management stakeholder engagement: tools and techniques

Back 19

communication methods; interpersonal skills; management skills

Front 20

Process - Management stakeholder engagement: outputs

Back 20

issue log; change requests; project management plan updates

Front 21

Processs - Control stakeholder engagement

Back 21

in the MONITORING and CONTOLLING process group; focus on stakeholder relationships and modifies stakeholder management plans as appropriate

Front 22

Processs - Control stakeholder engagement: inputs

Back 22

project management plan; issue log; work performance data

Front 23

Processs - Control stakeholder engagement: tools and techniques

Back 23

information management system; expert judgment; meetings

Front 24

Processs - Control stakeholder engagement: outputs

Back 24

work performance information; change requests; project documents updates; organizational process assets updates