Project Manager Menagerie – The Stakeholders

by MaryGrace Allenchey, PMP

Project Management TeamA menagerie can be defined as an unusual or varied group of people. This dictionary definition is easily applied to, and almost a synonym for project or program stakeholders.

The astute manager recognizes that project and/or program stakeholders are comprised of the following diverse groups or individuals, and techniques to effectively manage each unique stakeholder must be implemented:

  • Client: Organization, Business-Entity or Individual initiating, funding and benefitting from, a project or program endeavor.
  • Customer / End-User: Direct recipients of the product and service deliverables of the project or program initiative.
  • Implementation Team: Construction resources producing the specific deliverables of the project or program initiative.
  • Consultants / Contractors: SME’s (Subject Matter Experts) hired to construct and/or facilitate delivery of the specific deliverables of the project or program initiative.
  • Vendors: Providers of materials and equipment that is required to effectively produce and deliver the specific deliverables of the project and program initiative.
  • Management: Organization or group providing policies, processes and procedures; and monitoring and controlling overall progress of the project or program.

Although the role or responsibility of the specific stakeholder may be unique, the technique to effectively manage all stakeholders is the same…. PM-Controls.

PM-Controls promote and facilitate successful management of all stakeholders and ensure effective and efficient implementation and optimum performance of the processes of the nine Project Management Knowledge Areas (PM Knowledge Areas®):

Scope, Time, Cost, Quality, Communications,

Human Resource, Risk, Procurement, and Integration

These management controls are defined during the PM Planning Process by unambiguously and succinctly documenting the specific process for each PM Knowledge Area®. They must then be subsequently implemented during the Executing and Monitoring & Controlling Processes by incorporating and integrating the procedures or unique tasks to manage the PM Knowledge Area®, into the PM Work Breakdown Structure (WBS) and PM Schedule.

The following matrix provides the basic components and an effective technique for successfully managing the menagerie of stakeholders, by defining, documenting and implementing proficient, efficient and comprehensive management of the nine PM Knowledge Areas®.

Each PM-Control or stakeholder management technique for the PM Knowledge Area® must define what must be managed, who participates in the process, when the procedures are executed and how the tasks are completed.

Management Control

PM

Knowledge Area

Implementation Technique

   

What

Who

When

How

Change Management
  • Scope Management
  • Time Management
  • Cost Management
Specific Request to revise the current PM (Deliverables, Schedule and/or Budget) baseline
  • Authorized Requester
  • Author Recipient of Requests
  • Impact Assessors
  • Approvers
“Window” or Timeframe to

  • Submit  request
  • Assess impact
  • Decide action
Template and/or Form to facilitate and document:

  • Request
  • Assessment
  • Disposition/Action
Communications Management
  • Communications Management
  • Human Resources Management
Specific Project, Program and/or Portfolio Information, Progress and Status
  • Originator or Facilitator
  • Recipients or Audience
Specific Frequency for each Communication Specific Medium

  • Conference
  • E-mail
  • Tele-Conference
  • Post-mail
  • Web-Site
  • Et al
Cost Management Cost Management Identified and Implemented reductions to current baseline Budget All Stakeholders
  • Progress Meetings
  • Status Meetings
  • Management Meetings
  • Tasks integrated into WBS and Schedule
  • Log to track implemented reduction to baseline Budget

 


Management Control

PM

Knowledge Area

Implementation Technique

 

What

Who

When

How

Issues Management Risk Management Escalation process for unexpected or unanticipated events
  • Originator of Issue
  • Standard escalation person
  • Throughout the project or program lifecycle
Log to document Issue and track resolution procedures
Contract / Procurement Management Procurement Management
  • Procured Items and/or Services
  • Contract Terms and Conditions
  • Vendors
  • Consultants
  • Contractors
  • Specific due-dates
  • QC inspection dates
WBS task and Schedule for due-dates and QC inspections.
Quality Assurance and Quality Control Quality Management
  • QC-Inspections
  • Specific stakeholders
  • Specific team members
  • QC Inspections defined in WBS
Template and Form to track QC Inspection Results
Risk Management Risk Management Identification, Assessment and Response to potential threats and opportunities.
  • SMEs
  • Assessors
  • Response participants

 

  • Progress Meetings
  • Status Meetings
  • Management Meetings
  • Response tasks integrated into WBS and Schedule
  • Log to document risks
Value-Added Management
  • Integration Management
  • Scope Management
  • Time Management
  • Cost Management
Additional benefits realized during implementation of the current, approved, scope, time and cost baseline.
  • Implementation Teams
  • Throughout project or program lifecycle
  • Progress Meetings
  • Status Meetings
  • Value-Added Task integrated into WBS and Schedule
  • Log to document Benefits / Value-Added

 

PM-Controls not only ensure effective management of PM Knowledge Areas®, the fundamental, critical and required management component of PM best practices, but also optimize performance of the PM-Menagerie … the stakeholders.

Apply and experience PM-Controls to ensure successful project and program management for delivery of products and services that meet or exceed stakeholder functional specifications and performance expectations!

If you found these tips from MaryGrace Allenchey, PMP of value and are a PMP looking to earn PMI PDUs, you might be interested in her self-paced, downloadable courses at PDUs2Go.com.

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