Project Stakeholder Management

Study Hints

Project Stakeholder Management was added as a tenth knowledge area in the PMBOK® Guide—Fifth Edition. The four processes cover four of the five processes in the PMP® certification exam. Stakeholder management is expanded because identifying and analyzing stakeholder expectations and their impact on the project and developing management techniques to effectively engage stakeholders in project decisions and execution are critical to project success. The project manager and his or her team must have a continuous dialogue with stakeholders to meet their needs and expectations, address any issues they may have, and foster the level of appropriate stakeholder engagement in project decisions and activities.

With Project Stakeholder Management as a separate knowledge area, the importance of working with stakeholders on a project is emphasized. It involves focusing on managing the expectations of the project’s stakeholder groups and engaging them in the project as appropriate. Research in the project management field further has shown that stakeholder engagement is one of the major keys to project success.

Questions in this knowledge area will address the key stakeholders on projects as well as areas covered in its four process groups. The four processes not only interact with one another but also interact with processes in the other nine knowledge areas. You need to study these processes carefully to become familiar with PMI®’s terminology and perspectives. PMBOK® Guide Figure 13-1 provides an overview of the structure of Project Stakeholder Management. Know this chart thoroughly.

Following is a list of the major Project Stakeholder Management topics. Use it to help focus your study efforts on the areas most likely to appear on the exam.

Major Topics

Stakeholder definition

Types of stakeholders on projects

Identify stakeholders

  • Stakeholder analysis
  • Preparation
  • Classification models
  • Meetings
  • Stakeholder register

Plan stakeholder management

  • Project management plan
  • Organizational process assets
  • Enterprise environmental factors
  • Expert judgment
  • Analytical techniques
  • Stakeholder engagement assessment matrix
  • Contents of the stakeholder management plan

Manage stakeholder engagement

  • Key activities
  • Communications management pan
  • Change log
  • Communications methods
  • Interpersonal skills
  • Management skills
  • Issue log
  • Organizational process assets updates

Control stakeholder engagement

  • Work performance data
  • Information management systems
  • Work performance information
  • Change requests

Practice Questions

INSTRUCTIONS: Note the most suitable answer for each multiple-choice question in the appropriate space on the answer sheet.
  1. During your project, you will have a number of different types of meetings. Some will be informational, others will be key updates, and some will be for decision-making purposes. While different attendees will attend each meeting, a best practice to follow is to:
    1. Group stakeholders into categories to determine which ones should attend each meeting
    2. Invite those stakeholders who have a high level of interest in your project to attend each meeting
    3. Be sensitive to the fact that stakeholders often have very different objectives
    4. Recognize that roles and responsibilities may overlap but practice a policy of ‘no surprises’ and inform your stakeholders about any upcoming meetings
  2. You are managing a project with team members located at customer sites on three different continents. You have a number of stakeholders on your project, and most of them are located outside of the corporate office. Who should be responsible for stakeholder management?
    1. A specific team member in each of the three locations
    2. You, because you are the project manager
    3. The project sponsor
    4. A core team including you, as the project manager, and three representatives from the three different locations
  3. Analyzing stakeholders is a part of the identify stakeholders process. Common approaches for analyzing stakeholders in a qualitative manner includes all the following two-axis grids, EXCEPT—
    1. Comparing power and influence
    2. Comparing power and interest
    3. Comparing influence and location
    4. Comparing influence and impact
  4. You are responsible for a project in your organization that has multiple internal customers. Because many people in your organization are interested in this project, you decide to prepare a stakeholder management strategy. Before preparing this strategy, you should—
    1. Conduct a stakeholder analysis to assess information needs
    2. Determine a production schedule to show when each stakeholder needs each type of information produced
    3. Determine the potential impact that each stakeholder may generate
    4. Prioritize each stakeholder’s level of interest and influence
  5. Recognizing the importance of preparing a stakeholder management plan, you met with your team to obtain their buy in and to discuss it. You explained the key benefit of plan stakeholder management is to—
    1. Determine appropriate strategies for a continual focus on identifying stakeholders throughout the life cycle
    2. Provide a clear plan that is actionable to interact with stakeholders to support the project’s interests
    3. Develop appropriate management strategies to effectively engage stakeholders
    4. Plan a series of meetings to ensure stakeholders remain interested and to address their concerns
  6. Assume you are actively working, along with your team, to manage stakeholder engagement on your project to develop a new drug to prevent any retina problems of any type. You know you must manage their engagement throughout the project life cycle. This means some organizational process assets will need updating including—
    1. Informal and formal project reports
    2. The stakeholder register
    3. The stakeholder management plan
    4. Work performance information
  7. Stakeholders often have issues, and you have asked each of your team members to document them. At each team meeting, you and your team discuss them and determine appropriate responses. You have a project issue log, which is—
    1. Part of the project’s lessons learned
    2. Added to the stakeholder register to show which stakeholder raised it
    3. An output from the manage stakeholder engagement process
    4. An output from the control stakeholder engagement process
  8. As you work on your project to update its software training classes to focus on an agile approach, you have a number of key stakeholders. As many students and their managers are requesting these classes, your CEO has taken a special interest in your project and has asked you to accelerate your schedule to complete it in two months rather than in your planned six months but still have quality offerings. This means as you work to monitor overall project stakeholder relationships, you should—
    1. Provide notifications to stakeholders about status regularly
    2. Ask your stakeholders for regular feedback as you work on your project
    3. Provide presentations to each stakeholder group
    4. Determine how changes will be monitored and controlled
  9. As you work with your team to prepare your stakeholder management plan, you decided to develop a stakeholder engagement chart. You set it up so you could—
    1. Show the phase of your project of interest to identified stakeholders
    2. Show gaps between current and desired levels of engagement
    3. Determine which stakeholders you and your team felt were critical to project success but did not know about it
    4. Determine when to involve key stakeholders in your project
  10. A number of items in the stakeholder management plan are similar to those in the communications management plan. An example is—
    1. Method for updating and refining the plans as the project progresses and develops
    2. Stakeholder communication requirements for the current project phase
    3. Information to be distributed to stakeholders including language, format, content, and level of detail
    4. Time frame and frequency for the distribution of required information to stakeholders
  11. Having worked as a project manager for nine years, you know how important it is to identify the critical stakeholders so you do not overlook anyone who has a major influence on your project even if you do not ever plan to meet with or talk with this individual. As you work with your team, you explain the key benefit of the identify stakeholder process is that it—
    1. Identifies the people, groups, or organizations that could impact or influence project decisions
    2. Shows the interdependencies among project stakeholders to enable classification for how best to involve them on your project
    3. Identifies the appropriate focus for each stakeholder or a group of stakeholders
    4. Shows the potential impact each stakeholder has on project success
  12. The last step in the stakeholder analysis process is to—
    1. Determine the organizational culture
    2. Assess how stakeholders probably will respond in various situations
    3. Determine stakeholder roles, interests, and expectations
    4. Evaluate the amount of support each stakeholder could generate
  13. You realize that on projects, some stakeholders will not be as receptive as others to your project and actually can be negative from the beginning. Assume you have classified your stakeholders on your project designed to ensure students in your city have access to the best educational resources available, whether in class or on line, your stakeholder management plan is a sensitive document. Therefore, you need to—
    1. Tell your team to never disclose it to anyone outside the team without consulting you first
    2. Involve your team as you develop it but maintain the final copy yourself
    3. Review the validity of its underlying assumptions
    4. Set up an information distribution system and have each team member sign it for concurrence
  14. Stakeholder engagement involves a number of critical activities. An example is—
    1. Ensuring goals are met through negotiation and communications
    2. Developing management strategies to engage them during the project’s life cycle
    3. Adjusting strategies and plans to engage stakeholders effectively
    4. Identifying the scope and impact of changes to project stakeholders
  15. Work performance information is an output of control stakeholder engagement. It includes a number of items, one of which is—
    1. Change requests
    2. Issue log
    3. Documented lessons learned
    4. Status of deliverables
  16. Often in working as a project manager, it is easy to overlook key stakeholders. Assume you work for a device manufacturer and are working as the project manager for the next generation valve replacement. Your company has been a leader in this market, which means you have a lot of lessons learned available to you. Your project is scheduled to last four years. As a best practice, you should—
    1. Work actively with your company’s Knowledge Management Officer
    2. Consult regularly with your program manager
    3. Work actively with members of your Governance Board
    4. Work actively with members of your company’s Portfolio Review Board
  17. Assume you are managing the development of a construction project in your city to replace its five bridges so they are state of the art and meet updated safety standards since they originally were constructed 20 years ago. The design work has been completed, you have awarded subcontracts, and are set to begin construction. Today your legal department told you to stop work as you had not consulted them, and there was a critical standard you overlooked during the design process. This example shows—
    1. You need to continually work to engage stakeholders on your project
    2. You should use a RACI chart and have one of your team members work with the legal department throughout the project
    3. You should provide the legal department with a copy of your stakeholder management plan and ask for their representative to sign it and offer any comments
    4. You need to continually identify project stakeholders
  18. Assume your construction project is for a small city with only 8,500 people. There has been opposition to it from the beginning, when the City Commissioners approved it by many residents. The residents recognize they will be severely impacted as the new bridges are implemented, and during the public hearings before the Commissioners’ decision, they hired an attorney to state they felt the more cost effective approach was to strengthen the bridges so they met today’s safety requirements. Residents now know you have been ordered to stop work, and they have requested a meeting with the Commission on Tuesday. This means you should—
    1. Develop a mitigation plan to present at this meeting
    2. Work diligently with the legal department to satisfy their concerns and receive a go ahead before Tuesday’s meeting
    3. Demonstrate at the meeting the sustainability impacts of the new bridges
    4. Balance the interests of these negative stakeholders and meet with them before Tuesday’s meeting
  19. The salience model is one way to classify stakeholders. In it—
    1. Stakeholders’ power, urgency, and legitimacy are used
    2. Stakeholders’ level of authority and concern are used
    3. Stakeholders’ active involvement and power are used
    4. Stakeholders’ influence and ability to effect changes are used
  20. In plan stakeholder management, all organizational assets are used as inputs; however, which of the following are of particular importance?
    1. Organization culture and the political climate
    2. Practices and habits and templates
    3. Lessons learned database and historical information
    4. Organization’s knowledge management system and policies and procedures
  21. Assume you have identified your stakeholders and are preparing your stakeholder management plan. You are fortunate that your team is a collocated team as you are working on an internal project to reorganize your IT Department so it is focused more on its customers. The project sponsor is the Chief Operating Officer, and the IT Department Director was surprised as she thought all was well. However, you notice when planning meetings are held, the Chief Financial Officer never attends. You feel since IT affects the entire company, all the senior leaders need some type of involvement. You therefore feel the Chief Financial Officer may be—
    1. Resistant
    2. Unaware
    3. Uninterested
    4. Satisfied
  22. Assume your stakeholder management plan has been approved. You now are working with your team to promote stakeholder engagement on your project. You explain in a team meeting its benefit is to—
    1. Clarify and resolve identified issues
    2. Meet stakeholder needs and expectations
    3. Obtain their continued commitment to the project
    4. Increase support and minimize resistance
  23. The stakeholder register should not be prepared only one time, but it should be updated regularly especially if—
    1. The stakeholder is not an active participant
    2. The stakeholder is not impacted by the project
    3. The stakeholder does not read status updates
    4. The stakeholder leads a corporate reorganization
  24. Working to foster stakeholder engagement, as the project manager, you know a combination of interpersonal skills and general management skills is needed. An example of an key interpersonal skill in stakeholder engagement is—
    1. Facilitating consensus
    2. Influencing people
    3. Resolving conflicts
    4. Negotiating agreements
  25. Stakeholder engagement must be controlled on a continuous basis for it to be effective. You realize a number of project documents can be useful for you as a project manager. An example is—
    1. Technical performance measures
    2. Change log
    3. Actual costs
    4. Start and finish dates of schedule activities
  26. Expert judgment is a best practice as a tool and technique in many project management processes, and the list of possible sources for experts varies by the organization and by its association with others. One way once you have identified experts who you feel could be of assistance is to—
    1. Use a focus group
    2. Review documentation
    3. Hold one-on-one interviews
    4. Conduct interviews
  27. The sponsor is a key project stakeholder because he or she—
    1. Approves or manages the project’s product, service, or result
    2. Leads the project through initiating until it is formally authorized
    3. Is the Chairperson of the project’s Governance Board and makes the final go/no-go decision
    4. Has a major management role within the administrative area of the business
  28. Recognizing operations management is different than project management, as the project manager for a new line of electrical tractors to avoid the need to use costly fuel, you realize a best practice is to—
    1. Document the operational managers’ influence either positive or negative in the stakeholder register
    2. Offer to include the operational managers in all project phases
    3. Recognize that the operational managers are only involved once they have ongoing responsibility for the product, service, or result
    4. Realize the operations managers have key responsibilities on the Portfolio Review Board
  29. Assume you are beginning your project to develop a series of residential condominiums in your city and are identifying possible stakeholders. A key organizational process asset you can review is—
    1. Organizational culture
    2. Organizational standards
    3. Lessons learned
    4. Local trends
  30. One way to develop an understanding of major project stakeholders to exchange and analyze project information about roles and interests is to—
    1. Conduct interviews
    2. Hold profile analysis meetings
    3. Use questionnaires and surveys
    4. Conduct a stakeholder analysis and analyze the results with a focus group
  31. Assume you are managing a project to implement an electronic medical record system in your ophthalmologist’s office. You have been working to identify your stakeholders to then make sure everyone is committed to it as some people have been working in this office for more than 20 years and are comfortable with the manual approach. At this point, you have documented assessment information, which includes—
    1. Role in the project
    2. Whether the stakeholder is a supporter, is neutral, or is resistant
    3. Potential influence in the project
    4. Organization position
  32. Having prepared stakeholder management plans on previous projects, you know it is positive to review the project management plan because it—
    1. Provides information as to how to plan appropriate ways to engage stakeholders
    2. Contains information useful to ensure the stakeholder management plan is aligned with the organization’s culture
    3. Helps to determine the best options to support an adaptive process for stakeholder management
    4. Contains a change management plan and documents how changes will be monitored and controlled
  33. Assume you have performed your stakeholder analysis and now are working to enhance it with a stakeholder engagement assessment matrix. Such a matrix shows the stakeholder’s current engagement level. These data enable—
    1. The project manager to prepare the stakeholder management plan
    2. The project manager to prepare the stakeholder management strategy
    3. The project manager to prepare the stakeholder inventory
    4. The project team to expand the stakeholder risk register
  34. The ability of stakeholders to influence a project is—
    1. Constant throughout the project life cycle as different stakeholders have different levels of interest in the project at different times
    2. Highest during the closing stage since key stakeholder acceptance criteria must be met
    3. Highest during planning as the team is still in the storming stage as various stakeholders’ positions are being known and recognized
    4. Highest in the very early stages as the project is being approved and initiated
  35. Working on your project to design and construct five new bridges for your City, you are striving to actively manage the stakeholders on your project, especially those who will be inconvenienced by the project and have indicated they do not support it. You decided to review your communications management plan as it—
    1. Contains issue management procedures
    2. Describes the project’s life cycle and the processes to be used in each phase
    3. Sets forth an escalation process
    4. Provides guidance as to how to best involve stakeholders in the project
  36. A supporting input for controlling stakeholder engagement is—
    1. Budget
    2. Project schedule
    3. Historical information
    4. Number of defects
  37. As a result of the control stakeholder expectations process, you realize even though this process is under way until the closing phase that you have identified the root cause of some issues you have faced in controlling stakeholders expectations. You should therefore—
    1. Review them with your Governance Board
    2. Revise and reissue your stakeholder management plan
    3. Prepare a change request
    4. Update the lessons learned documentation
  38. Identifying interrelationships and potential overlap between stakeholders is useful to the project manager as he or she works with stakeholders. It should be documented as part of the—
    1. Stakeholder register
    2. Stakeholder management strategy
    3. Stakeholder management plan
    4. Stakeholder engagement assessment matrix
  39. A number of organizational process assets are useful as inputs to the manage stakeholder engagement process. Similarly a number of organizational process assets require updates because of this process. An example of one that is an input is—-
    1. Project reports
    2. Historical information
    3. Project records
    4. Stakeholder notifications
  40. Table reporting, spreadsheet analysis, and presentations are examples of—
    1. Project reports as an input to manage stakeholder engagement
    2. Work performance information as an output of control stakeholder engagement
    3. Tools and techniques used in control stakeholder engagement
    4. Updates from the plan stakeholder management process

Answer Sheet

1.

a

b

c

d

2.

a

b

c

d

3.

a

b

c

d

4.

a

b

c

d

5.

a

b

c

d

6.

a

b

c

d

7.

a

b

c

d

8.

a

b

c

d

9.

a

b

c

d

10.

a

b

c

d

11.

a

b

c

d

12.

a

b

c

d

13.

a

b

c

d

14.

a

b

c

d

15.

a

b

c

d

16.

a

b

c

d

17.

a

b

c

d

18.

a

b

c

d

19.

a

b

c

d

20.

a

b

c

d

21.

a

b

c

d

22.

a

b

c

d

23.

a

b

c

d

24.

a

b

c

d

25.

a

b

c

d

26.

a

b

c

d

27.

a

b

c

d

28.

a

b

c

d

29.

a

b

c

d

30.

a

b

c

d

31.

a

b

c

d

32.

a

b

c

d

33.

a

b

c

d

34.

a

b

c

d

35.

a

b

c

d

36.

a

b

c

d

37.

a

b

c

d

38.

a

b

c

d

39.

a

b

c

d

40.

a

b

c

d

Answer Key

  1. c. Be sensitive to the fact that different stakeholders often have very different objectives

    A project stakeholder is an individual, group, or organization that is actively involved in the project or have interests that may be affected, either positively or negatively, as a result of the performance or completion of the project. Stakeholders also may exert influence on the project and its results. Managing stakeholder expectations is difficult since stakeholders often have different or conflicting objectives. [Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 30

  1. b. You, because you are the project manager

    Stakeholder management refers to any action taken by the project manager or project team to satisfy the needs of and to resolve issues with project stakeholders. The ability of the project manager to correctly identify and manage stakeholders appropriately can mean the difference between project success or failure. [Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 391

  1. c. Comparing influence and location

    Identifying and analyzing the stakeholders helps to classify them better for developing a strategy to help manage them and their expectations throughout the project. The most common comparison elements are: power, influence, interest, and impact. The location of the person may have an impact on one of the other measures, but it is not easily quantifiable on a low, medium, high, type scale. [Initiating]

PMI®, PMBOK® Guide, 2013, 396

  1. a. Conduct a stakeholder analysis to assess information needs

    Stakeholder analysis is used to analyze the information needs of the stakeholders and to determine the sources for meeting those needs. It helps to determine whose interests should be taken into account throughout the project. [Initiating]

PMI®, PMBOK® Guide, 2013, 395–396

  1. b. Provide a clear plan that is actionable to interact with stakeholders to support the project’s interests

    While the plan stakeholder management process develops appropriate management strategies to effectively engage the stakeholders during the project life cycle, the key benefit of this process is to have a plan that is clear and actionable to interact with them to support the project’s interests. [Planning]

PMI®, PMBOK® Guide, 2013, 399

  1. a. Informal and formal project reports

    While a number of different organizational process assets require updates as a result of the manage stakeholder engagement process, project reports is one example. They include the formal and informal project reports that describe project status and include lessons learned, issue logs, project closure reports, and outputs from other knowledge areas. [Executing]

PMI®, PMBOK® Guide, 2013, 409

  1. c. An output of the manage stakeholder engagement process

    Issues logs are an output of this process, as issues are expected in this process. The log is updated as new issues are identified, and existing issues are resolved. [Executing]

PMI®, PMBOK® Guide, 2013, 408

  1. d. Determine how changes will be monitored and controlled

    As you work in managing stakeholder engagement you should review your project management plan. Your CEO has requested a major schedule change; among other things the project management plan is an input to this process as it contains a change management plan that documents how changes will be monitored and controlled. [Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 411

  1. b. Show gaps between current and desired levels of engagement

    The stakeholder engagement assessment matrix is used as a tool and technique in plan stakeholder management. The purpose of the matrix is to show gaps between current and desired engagement levels to then ensure the plan provides these data. [Planning]

PMI®, PMBOK® Guide, 2013, 402–403

  1. a. Method for updating and refining the plans as the project progresses and develops

    The other items listed have specific stakeholder references that, while similar, are not in the communications management plan. [Planning]

PMI®, PMBOK® Guide, 2013, 296, 403

  1. c. Identifies the appropriate focus for each stakeholder or a group of stakeholders

    The identify stakeholder process has a number of purposes. It identifies people, groups, or organizations that could impact or be impacted by a decision, activity, or outcome of the project. It analyzes and documents relevant information concerning their interests, involvement, interdependencies, influence and potential impact on project success. Its key benefit is to allow the project manager to identify the appropriate focus for each stakeholder. [Initiating]

PMI®, PMBOK® Guide, 2013, 393

  1. b. Assess how stakeholders probably will respond in various situations

    In stakeholder analysis, the last step is to assess how key stakeholders are likely to react or respond to various situations in order to plan how to influence them to enhance their support and mitigate any potential negative impacts. [Initiating]

PMI®, PMBOK® Guide, 2013, 396

  1. c. Review the validity of its underlying assumptions

    Information on resistant stakeholders can be damaging, and consideration is needed regarding distributing the stakeholder management plan and the stakeholder register. The project manager needs to be aware of the sensitive nature of these documents. When preparing and updating them, the best practice is to review the underlying assumptions to ensure continued accuracy and relevancy. [Planning]

PMI®, PMBOK® Guide, 2013, 404

  1. a. Ensuring goals are met through negotiation and communications

    A key activity in manage stakeholder engagement is to manage stakeholder expectations through negotiation and communications, ensuring project goals are achieved. [Executing]

PMI®, PMBOK® Guide, 2013, 405

  1. d. Status of deliverables

    Work performance information is performance data collected from various controlling processes that are analyzed and integrated based on relationships among areas. The data are transformed into information, which is correlated and contextualized and provides a sound foundation for project decisions. The status of deliverables is an example. [Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 413

  1. c. Work actively with members of your Governance Board

    New product development organizations are noted for setting up Governance Boards to oversee projects. Additionally in this situation, it is a long project that is important to the company. Project governance ensures the alignment of the project with stakeholder needs and expectations and is critical to the management of stakeholder expectations and to the achievement of organizational objectives. [Executing]

PMI®, PMBOK® Guide, 2013, 30

  1. d. You need to continually identify project stakeholders

    Stakeholder identification is a continual process throughout the project life cycle. The legal department often is overlooked, but it is a significant stakeholder, and in this situation, delays resulted. Significant expenses often are due to legal requirements that must be met before the project can be completed, or the project scope is delivered. [Initiating]

PMI®, PMBOK® Guide, 2013, 31

  1. d. Balance the interests of these negative stakeholders and meet with them before Tuesday’s meeting

    Overlooking negative stakeholders’ interests can result in an increased likelihood of failures, delays, or other negative consequences to projects. The project manager must control stakeholder engagement, which can be difficult since they often have different or competing objectives. [Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 32

  1. a. Stakeholders’ power, urgency and legitimacy are used

    In the salience model, stakeholders are described in classes based on their power or ability to impose their will, urgency or need for immediate action, and legitimacy or their involvement. [Initiating]

PMI®, PMBOK® Guide, 2013, 396

  1. c. Lessons learned database and historical information

    While it is rare that all organizational process assets are used in any process, these are of particular importance as they provide insight on previous stakeholder management plans and their effectiveness. They can be used to plan stakeholder management activities for the current project. [Planning]

PMI®, PMBOK® Guide, 2013, 401

  1. a. Resistant

    Since the Chief Financial Officer has financial responsibility for all of the company’s work, in preparing a stakeholder engagement strategy, he or she probably is aware of this project, and probably is resistant to change, perhaps feeling resources could be better spent on other initiatives. [Planning]

PMI®, PMBOK® Guide, 2013, 402

  1. d. Increase support and minimize resistance

    The other possible answers are activities in the manage stakeholder engagement process. Its benefit is to allow the project manager to increase support and minimize resistance from stakeholders to significantly increase chances for success. [Executing]

PMI®, PMBOK® Guide, 2013, 404–405

  1. b. The stakeholder is not impacted by the project

    Project document updates are an output to the manage stakeholder engagement process. These updates involve the stakeholder register. It should be updated as stakeholder information changes, when new stakeholders are identified, or if stakeholders listed in the register are no longer involved in or impacted by the project. [Executing]

PMI®, PMBOK® Guide, 2013, 409

  1. c. Resolving conflicts

    Conflicts are common on projects and between stakeholders. Other interpersonal skills useful in managing stakeholder engagement are building trust, active listening and overcoming resistance to change. [Executing]

PMI®, PMBOK® Guide, 2013, 407–408

  1. b. Change log

    Projects involve change, and most everyone tends to resist it. A change log is useful to review in the control stakeholder engagement process. Other useful documents are the schedule, stakeholder register, issue log, and project communications. [Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 412–413

  1. a. Use a focus group

    The key word in the question was experts. Useful ways to obtain information from experts is to use a survey, such as a Delphi approach, or to use a focus group, an excellent approach to obtain insight into attitudes, useful to control stakeholder engagement. [Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 412–413

  1. b. Leads the project through initiating until it is formally authorized

    The sponsor is critical throughout the project. He or she provides resources for the project and is accountable for its success. From the beginning through closure, the sponsor promotes the project. [Initiating, Planning, Executing, and Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 32

  1. b. Offer to include the operational managers in all project phases

    The needs of operations managers who perform and conduct business operations are important considerations in projects that affect their future work and endeavors. They should be engaged, and their needs identified in the stakeholder register. By considering them and appropriately including them in all project phases, the project manager can gain insight and avoid unnecessary issues that may arise if their input is overlooked. [Initiating, Planning, Executing, and Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 13

  1. c. Lessons learned

    Lessons learned, stakeholder register templates, and stakeholder registers from previous projects are examples of organizational process assets that can influence the identify stakeholders process. [Initiating]

PMI®, PMBOK® Guide, 2013, 395

  1. b. Hold profile analysis meetings

    A profile analysis meeting is a tool and technique in the identify stakeholders process. Its purpose is to develop a deeper understanding of major project stakeholders. The meetings can be used to exchange and analyze information about roles, interests, knowledge, and the overall position of each stakeholder about the project. [Initiating]

PMI®, PMBOK® Guide, 2013, 398

  1. c. Potential influence in the project

    The stakeholder register contains assessment information as a key component. The assessment information includes: major requirements, main expectations, potential influence in the project, and the phase in the project life cycle with the most interest. [Initiating]

PMI®, PMBOK® Guide, 2013, 398

  1. d. Contains a change management plan and documents how changes will be monitored and controlled

    Among other key items useful in the project management plan to review while preparing the stakeholder management plan is the change management plan. All projects involve some type of change. Reviewing this plan can help the project manager work with stakeholders who may be resistant to the project to help turn them into ones who are supportive or at least neutral to the resulting changes. [Planning]

PMI®, PMBOK® Guide, 2013, 400

  1. a. The project manager to prepare the stakeholder management plan

    The stakeholder engagement assessment matrix shows the stakeholders current engagement in the project, and the project manager and team then can use it to note the desired level of engagement. As a tool and technique in plan stakeholder management, the project manager then uses it to help prepare the stakeholder management plan. [Planning]

PMI®, PMBOK® Guide, 2013, 402–403

  1. d. Highest in the very early stages as the project is being approved and initiated

    The stakeholders’ ability to influence the project is highest during the initial phases and gets progressively lower as the project progresses. Active management of stakeholders’ involvement decreases the risk of the project failing to meet its goals and objectives [Executing]

PMI®, PMBOK® Guide, 2013, 406

  1. c. Sets forth an escalation process

    Among other things, an escalation process is helpful especially if there are issues or risks involving communications that the project manager wishes to escalate to determine the most appropriate response or to share the approach he or she plans to follow. [Executing]

PMI®, PMBOK® Guide, 2013, 406

  1. b. Project schedule

    Project documents are an input to control stakeholder engagement. They originate from initiating, planning, executing, or controlling processes and include the project schedule, stakeholder register, issue log, change log, and project communications. [Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 411–412

  1. d. Update the lessons learned documentation

    This documentation is an example of an organizational process asset to update as it includes the root cause analysis of issues faced, the reasons certain corrective actions were taken, and other types of lessons learned about stakeholder management. [Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 415

  1. c. Stakeholder management plan

    The stakeholder management plan identifies the management strategies required to effectively engage stakeholders. It includes, among other things, the identified interrelationships and potential overlap between stakeholders. This information is invaluable especially if some stakeholders are resistant or negative to the project and also in determining the level of frequency of desired interaction and communications requirements. [Planning]

PMI®, PMBOK® Guide, 2013, 403

  1. b. Historical information

    Historical information about previous projects, organizational communications requirements, issue management procedures, and change control procedures are examples of organizational process assets that can influence the manage stakeholder engagement process. [Executing]

PMI®, PMBOK® Guide, 2013, 407

  1. c. Tools and techniques used in control stakeholder engagement

    In control stakeholder engagement, they are examples of distribution formats from information management systems, a tool and technique in this process. Such systems provide a structured tool for the project manager to capture, store, and distribute information to stakeholders about project cost, schedule progress, and performance. The project manager can use these systems to consolidate reports from several systems and facilitate report distribution. [Monitoring and Controlling]

PMI®, PMBOK® Guide, 2013, 412

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