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MBA, PMP, B.Sc.(Civil Eng.) : PMO manager EWU-DIU [email protected] +249-1234 94 587
Brain Power CenterPMP Preparation course
PM identify and manage >>
success failure.
!
OSO OCT 2013
• their needs and EXPECTATIONS,
• their needs and EXPECTATIONS,understand
• ISSUES as they occur • ISSUES as they occur addressing
• CONFLICTING interests • CONFLICTING interests managing
• ENGAGEMENT in project decisions and activities.
• ENGAGEMENT in project decisions and activities. fostering
OSO OCT 2013
continuous communication with stakeholders to:
Project Stakeholder processesIdentify
StakeholdersIdentify
Stakeholders
IDENTIFYINGpeople/x could
impact
ANALYZINGpotential impact
Plan Stakeholder Management
Plan Stakeholder Management
STRATEGIES to effectively engage
stakeholders
based on the analysis
Manage Stakeholder Engagement
Manage Stakeholder Engagement
communicating to meet expectations
address issues as they occur
foster appropriate engagement
Control Stakeholder Engagement
Control Stakeholder Engagement
monitoringstakeholder relationships
adjustingstrategies for engaging.
OSO OCT 2013
Project Management Process Group and Knowledge Area Mapping
Knowledge Area Initiating Planning Executing M& C Closing
4. Project Integration Management 4DevelopProject Charter
4.2 Develop ProjectManagement Plan 4.3 Direct & Manage Project Work 4.4 Monitor & Control Project Work
4.5 Perform Integrated Change Control4.6 Close Projector Phase
5. Project Scope Management
5Plan Scope Management5.2 Collect Requirements5.3 Define Scope5.4 Create WBS
5.5 Validate Scope5.6 Control Scope
6. Project Time Management
6Plan Schedule Management6.2 Define Activities6.3 Sequence Activities6.4 Estimate Activity Resources6.5 Estimate Activity Durations6.6 Develop Schedule
6.7 Control Schedule
7. Project Cost Management7Plan Cost Management7.2 Estimate Costs7.3 Determine Budget
7.4 Control Costs
8. Project Quality Management 8Plan Quality Management 8.2 Perform Quality Assurance 8.3 Control Quality
9. Project Human Resource Management 9.1 Plan Human ResourceManagement
9.2 Acquire Project Team9.3 Develop Project Team9.4 Manage Project Team
10. Project Communications Management 10Plan Communications Management 10.2 Manage Communications 10.3 Control Communications
11. Project Risk Management
11Plan Risk Management11.2 Identify Risks11.3 Perform Qualitative Risk Analysis11.4 Perform Quantitative Risk Analysis11.5 Plan Risk Responses
11.6 Control Risks
12. Project Procurement Management 12Plan Procurement Management 12.2 Conduct Procurements 12.3 Control Procurements 12.4 Close Procurements
13. Project Stakeholder Management 13IdentifyStakeholders
13.2 Plan StakeholderManagement
13.3 Manage StakeholderEngagement
13.4 Control StakeholderEngagement
OSO OCT 2013
13.1 Identify Stakeholders• the people/organizations –impact/edidentifying
• information ‐potential impact on project success. analyzing and documenting
OSO OCT 2013
Inputs
Project charterProcurement documentsEnterprise environmental factorsOrganizational process assets
T&T
Stakeholder analysisExpert judgmentMeetings
Outputs
Stakeholder register
FOCUS
13.1 Identify StakeholdersData Flow Diagram
OSO OCT 2013
4.1 Develop Project charter
Project charter
13.1 Identify Stakeholders
Enterprise / Organization
12.1 Plan Procurement Management
OPA
Procurement documents
EEF
13.2 Plan Stakeholder Management
5.2 COLLECT Requirements
8.1 Plan QualityManagement
10.1 Plan Communications
Management
11.1 Plan RiskManagement
11.2 IdentifyRisks
12.1 Plan Procurement Management
4 Integration 5 Scope 6 Time 7 Cost 8 Quality 9 H. Resource 10 Commn. 11 Risk 12 Procurement 13 S/holders
S/H register
Project Charter:• internal and external parties related• sponsor(s), customers, team members, groups and departments
Procurement Documents:
• result of a procurement activity /contract• contract parties (key stakeholders)• Other relevant parties (S/C, suppliers)
Enterprise Environmental
Factors:
• Organizational culture and structure;• Governmental or industry standards• Global, regional or local trends, and practices or habits.
Organizational Process Assets:
• Stakeholder register templates,• Lessons learned• Stakeholder registers (previous).
OSO OCT 2013
•Q&Q information •Q&Q information Gathering and analyzing
• should be taken into account • should be taken into account whose interests
• the interests, expectations, and influence• the interests, expectations, and influenceidentifies
• stakeholder relationships• stakeholder relationshipsidentify
• coalitions and potential partnerships • coalitions and potential partnerships to build
• the project’s chance of success• the project’s chance of successto enhance
OSO OCT 2013
identify Key stakeholders -decision-makers (sponsor, project manager, primary customer)
Identifying other stakeholders by interviewing identified stakeholders
Analyze impact /support & classify -define strategy
prioritize
OSO OCT 2013
OSO OCT 2013
INVOLVEM
ENT
P O W E R
INVOLVEMENT‐POWERINTEREST –POWER
INFLUE NCE ‐ IMPACT INTEREST
INFLUENCE
P O W E R
I M P A C T
LEGIT
IMACY
P O W E R
OSO OCT 2013
H,L Keep
Satisfied
H,HManageClosely
L,LMonitor
L,HKeep
Informed
IN
TEREST
P O W E R
OSO OCT 2013
INVOLVEMENT :• active influence
POWER:• authority / ability to impose
INTEREST:• level or concern
IMPACT:• ability to effect changes
INFLUENCE:• active involvement
Urgency :• immediate attention
Legitimacy :• involvement is appropriate
Name Position Role Contact Information Requirements Expectations Influence Classification
OSO OCT 2013
Project Title: Date Prepared:
Stakeholder Register
• Assessment information classification• Identification information:
developing STRATEGIES to effectively engage stakeholders, based on the analysis of their needs, interests, and potential impact on project success.
OSO OCT 2013
Inputs
Project management planStakeholder registerEnterprise environmental factorsOrganizational process assets
T&T
Expert judgmentMeetingsAnalytical techniques
Outputs
Stakeholder management planProject documents updates
clear, actionable
plan to interact
W/SH to support
OSO OCT 2013
4.2 Develop Project
Management Plan
Project management plan
13.2 Plan Stakeholder Management
Enterprise / Organization
Project documents
OPA
EEF 13.3 Manage Stakeholder Engagement
Stakeholder register
5.2 COLLECT Requirements
4 Integration 5 Scope 6 Time 7 Cost 8 Quality 9 H. Resource 10 Commn. 11 Risk 12 Procurement 13 S/holders
13.1 Identify Stakeholders
S/H management plan
*Project schedule*Stakeholder register.
Project management planProject management plan
Life cycle selected
how work will be executed
HR (R&R, STF)
Change management plan
Need and techniques for communication
Stakeholder registerStakeholder register
S/H information
Enterprise Environmental Factors:
Enterprise Environmental Factors:
organizational culture*, structure,
political climate
Organizational Process Assets:
Organizational Process Assets:
lessons learned database
historical information
OSO OCT 2013*http://en.wikipedia.org/wiki/Organizational_culture
UNAWARE of project and
potential impacts.
Unaware:
Aware & RESISTANT to
change.
Resistant:
Aware yet NEITHER
supportive NORresistant.
Neutral:
Aware & SUPPORTIVE to
change.
Supportive:
Aware & ACTIVELYengaged > P success.
Leading:
OSO OCT 2013
COMPARE CURRENT VS. PLANNED engagement level of all stakeholdersThe engagement level of the stakeholders can be classified as follows:
Stakeholder Unaware Resistant Neutral Supportive Leading
Stakeholder 1 C D
Stakeholder 2 C D
Stakeholder 3 D C
OSO OCT 2013
identifies the management strategies required to effectively engage stakeholders.
plan often provides:
OSO OCT 2013
Key playerKey player Meet their needs
Meet their needs
Least importantLeast
importantShow
considerationShow
consideration
Influ
ence
Interest
Engage/consult in interest areaIncrease level of interest
Involve in low risk areaKeep informed
Inform via public mediaMove to right
FocusInvolve in decision makingEngage/consult regularly
H
H
Name Influence Impact Assessment
Strategies
OSO OCT 2013
Inputs
Stakeholder management planCommunications management planChange logOrganizational process assets
T&T
Communication methodsInterpersonal skillsManagement skills
Outputs
Issue logChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates
increase support andminimize resistance
OSO OCT 2013
10.1 plan Communications management
Communications management plan
13.3 Manage Stakeholder Engagement
Enterprise / Organization
Project documents
OPA
Project documents updates
13.4 Control StakeholderEngagement
Stakeholder management plan
4 Integration 5 Scope 6 Time 7 Cost 8 Quality 9 H. Resource 10 Commn. 11 Risk 12 Procurement 13 S/holders
13.2 Plan Stakeholder Management
Issue log
*Project schedule*Stakeholder register.
4.5 Perform IntegratedChange Control
Change log
9.4 Manage Project Team
10.3 Control Communications
4.2 Develop Project Management Plan
Change requests
Project management plan updates1.3
1.1
1.2
1.4
3.1
3.43.3
3.2
OSO OCT 2013
13.3.1.1 Stakeholder management plan:
• How stakeholders can be involved
• methods & technologies ‐communication
• level of interactions of various stakeholders
13.3.1.2 Communications management plan:
• communications requirementsInformation to be communicated
• Reason for distribution of information
• Person or groups who will receive information
• Escalation process
13.3.1.3 Change log
• document changes that occur during a project
• Change & impacts communicated to the stakeholders
13.1.1.4 Organizational Process
Assets:
• Organizational communication requirements,
• Issue management procedures,
• Change control procedures,
• Historical information about previous projects.
OSO OCT 2013
13.3.2.1 Communication
methods:
HOW,
WHEN, and
WHICH
of identified communication methods are to be used
13.3.2.2 Interpersonal skills
Building trust,
Resolving conflict,
Active listening
Overcoming resistance to change.
13.3.2.3 Management skills
Facilitate consensus toward project objectives,
Influence people to support the project,
Negotiate agreements to satisfy the project needs, and
Modify organizational behavior to accept the project outcomes
10.1.2 Plan Communications Management: Tools and Techniques
10.1.2.4 Communication methodsseveral communication methods that are used to share information among project stakeholders.
OSO OCT 2013
4 Plan Communications Management
• 2+• Multi‐dir• Efficient
•meetings, phone calls, instant messaging, video conferencing
Interactive
distributed understood ?letters, memos,
reports, emails, press releases, etc.
Push
large volumes intranet sites, e‐learning, lessons learned databases,
knowledge repositories, etc.
Pull
Issue log • updated as new issues are identified and current issues are resolved
Change requests • corrective or preventive actions to the project itself or to the interaction with the impacted stakeholders
Project management plan updates
• Stakeholder management plan• new or changed stakeholders requirements are identified• addressing concerns and resolving issues
Project documents updates • stakeholder register :
Organizational process assets updates
• Stakeholder notifications• Project reports• Project presentations• Project records• Feedback from stakeholders• Lessons learned documentation
OSO OCT 2013
MONITORING overall project stakeholder relationships and adjusting strategies and plans for engaging stakeholders.
OSO OCT 2013
MAINTAIN or INCREASE the EFFICIENCYand EFFECTIVENESS of stakeholder engagement
Inputs
Project management planIssue logWork performance dataProject documents
T&T
Information management systemsExpert judgmentMeetings
Outputs
Work performance informationChange requestsProject management plan updatesProject documents updatesOrganizational process assets updates
OSO OCT 2013
4.3 Direct & manage project
works
Work performance data
13.4 Control StakeholderEngagement
Project documents
Issue log
4 Integration 5 Scope 6 Time 7 Cost 8 Quality 9 H. Resource 10 Commn. 11 Risk 12 Procurement 13 S/holders
13.3 Manage Stakeholder Engagement
4.2 Develop Project management plan
Project management plan
Change requests
PM plan updates
4.5 Perform IntegratedChange Control
4.4 Monitor & Control project works
Work performance information
Enterprise / Organization
OPA
Project schedule, Stakeholder register, Issue log, Change log, and Project communications
Project documents updates
Organizational process assets updates
Work performance data. • raw OBSERVATIONS and measurements during activities performed(%completed, start and finish dates)
Work performance information. •The performance data COLLECTED from controlling processes
•ANALYZED in context• INTEGRATED based on(forecasted ETC)
Work performance reports. •The REPRESENTATION of work performance information compiled in project documents, intended to generate decisions(status reports)
• capture, store, and distribute information to stakeholders • consolidate reports from several systems and facilitate report distribution. • capture, store, and distribute information to stakeholders • consolidate reports from several systems and facilitate report distribution.
Information Management Systems
• ensure comprehensive identification• listing of new stakeholders,• reassessment of current stakeholders
• ensure comprehensive identification• listing of new stakeholders,• reassessment of current stakeholders
Expert Judgment
• exchange and analyze information about stakeholder engagement• exchange and analyze information about stakeholder engagement
Meetings
OSO OCT 2013
OSO OCT 2013
http://www.youtube.com/watch?v=HUNVrbDkBqc
Replacing old Street Lights ‐ Dusseldorf, Germany
The municipal power utility in the German city of Dusseldorf recently started a project to replace 10,000 of the 17,000 gas street lights in use in the old city with the latest LED (”Light Emitting Diode”)
Dusseldorf lamps, now admits to ‘making a mistake’ with the initial design, as many residents complained that the light from the new lamps was too cold, as compared to the soft glow of the original gas lights. Luckily, another useful characteristic of LED’s is their ability to produce different colours and hues, which can be used to imitate the old friendly glow.
Lesson Learned:Get all stakeholders involved as soon as possible with your project design, as they might have concerns that never occurred to you.
EXAMPLE