Author: haroon

While leadership activities should be practiced by all project team members, management activities may be centralized or distributed. In an environment where management activities are centralized, accountability (being answerable for an outcome), is usually assigned to one individual, such as the project manager or similar role. In these situations, a project charter or other authorizing…

Project management entails applying knowledge, skills, tools, and techniques for management activities as well as leadership activities. Management activities focus on the means of meeting project objectives, such as having effective processes, planning, coordinating, measuring, and monitoring work, among others. Leadership activities focus on people. Leadership includes influencing, motivating, listening, enabling, and other activities having…

Table 2-2 identifies the outcomes on the left and ways of checking them on the right. Table 2-2. Checking Outcomes—Stakeholder Performance Domain 2.2 TEAM PERFORMANCE DOMAIN Figure 2-4. Team Performance Domain This performance domain entails establishing the culture and environment that enables a collection of diverse individuals to evolve into a high-performing project team. This includes…

Stakeholders permeate all aspects of the project. They define and prioritize the requirements and scope for the project team. They participate in and shape the planning. They determine acceptance and quality criteria for the project deliverables and outcomes. Much of the project work is around engaging and communicating with stakeholders. Throughout the project or at…

Throughout the project, stakeholders will change as new stakeholders are identified and others cease to be stakeholders. As the project progresses, the attitude or power of some stakeholders may change. In addition to identifying and analyzing new stakeholders, there is an opportunity to assess whether the current engagement strategy is effective or if it needs…

Stakeholder engagement entails working collaboratively with stakeholders to introduce the project, elicit their requirements, manage expectations, resolve issues, negotiate, prioritize, problem solve, and make decisions. Engaging stakeholders requires the application of soft skills, such as active listening, interpersonal skills, and conflict management, as well as leadership skills such as establishing the vision and critical thinking.…

On many projects, there are too many stakeholders involved for the project team to engage directly or effectively with all of them. Based on its analysis, the project team can complete an initial prioritization of stakeholders. It is common to focus on stakeholders with the most power and interest as one way to prioritize engagement.…

Once stakeholders are identified, the project manager and the project team should seek to understand stakeholders’ feelings, emotions, beliefs, and values. These elements can lead to additional threats or opportunities for the project outcomes. They can also change quickly, and as such, understanding and analyzing stakeholders is an ongoing action. Related to understanding the project…

High-level stakeholder identification may be carried out prior to forming the project team. Detailed stakeholder identification progressively elaborates the initial work and is a continuous activity throughout the project. Some stakeholders are easy to identify, such as the customer, sponsor, project team, end users, and so forth, but others can be difficult to identify when…

Stakeholder engagement includes implementing strategies and actions to promote productive involvement of stakeholders. Stakeholder engagement activities start before or when the project starts and continue throughout the project. Figure 2-3. Navigating Effective Stakeholder Engagement Defining and sharing a clear vision at the start of the project can enable good relationships and alignment throughout the project.…