Project Management PMBOK Review PDF

Project Introduction Module 1 - Part 1 Learning Outcomes  Define what is a project and its attributes  Understand what is business value  Identify the key constraints within which a project must be managed  Understand the reasons to start or end a project Project Definition Tempora...

Project Introduction Module 1 - Part 1 Learning Outcomes  Define what is a project and its attributes  Understand what is business value  Identify the key constraints within which a project must be managed  Understand the reasons to start or end a project Project Definition Temporary endeavor Drive changes in the organization Creates a Project unique product, service or result Project Enable Has a business predetermined value creation beginning and an end Business Value  The whole value of the business; tangibles (assets, equity, etc.) & intangibles (brand recognition, goodwill, etc.).  If an organization does not realize increased business value as a result of sponsoring a project, then the project will not (or should not) be pursued.  Project Attributes Series of Various Specific time Clear objective interdependent resources frame activities Unique, one- Sponsor or Degree of time endeavor customer uncertainty Project Constraints Customer Satisfaction Why we initiate projects? A Guide to the Project Management Body of Knowledge (PMBOK Guide). (2017). 6th ed. Newtown Square, Pennsylvania: Project Management Institute, Inc, pp.8. Why a project ends? Project objectives have been achieved Project Project is terminated because objective Ending won’t be met A customer wants to end it Introduction to Project Management Module 1 - Part 2 Learning Outcomes  Define what is project management  Understand the principles of project management  Identify the process groups Project Management Definition The application of knowledge, skills, tools, and techniques to project activities to meet the project requirements. The different process, tools & techniques are covered in the PMBOK® Guide 6th & 7th editions. Project Management Principles Stewardship Be a diligent, respectful, and caring steward Team Create a collaborative project team environment Stakeholders Effectively engage with stakeholders Value Focus on value. Systems Thinking Recognize, evaluate and respond to system interactions. Leadership Demonstrate leadership behaviors Tailoring Tailor based on context. Quality Build quality into processes and deliverables. Complexity Navigate complexity Risk Optimize risk responses Adaptability and Resiliency Embrace adaptability and resiliency. Change Enable change to achieve the envisioned future state Process Groups Monitoring & Controlling Initiating Planning Executing Closing Initiating Process Group Activities Purpose Outputs Obtain authorization Align stakeholders' Project Charter Define initial scope expectations with the Stakeholder Register Commit financial project purpose resources Give stakeholders Identify internal & visibility of the goals external stakeholders and objectives Select the project What is expected of manager them “Authorize the Work” Planning Process Group Activities Purpose Outputs Establish the total scope Delineate the strategy Project Management of the project and tactics, and the plan Define and refine the action plan to Related documents: objectives successfully complete Scope, Requirements, Develop the plan to the project or phase Cost, Schedule, Quality, achieve those objectives Resources, Communication, Risk, Procurement, Change, Stakeholders The complex nature of PM may require the use of repeated feedback loops. “Plan the Work” Executing Process Group Activities Purpose Outputs Coordinate people & Create the result, Project deliverable resources product or service Work performance Manage stakeholders' data expectations Team performance Integrate and perform assessment the activities Issue log according to the project plan Here we spend most of the budget. “Work the Plan” Monitoring & Controlling Process Group Activities Purpose Outputs Track, review, and Identify variances in the Change logs orchestrate the progress project plan Approved change and performance of the requests project Work performance Identify areas where information changes are required Quality control changes Initiated the required changes “Control the Plan” Closing Process Group Activities Purpose Outputs Finalize all Deliver the Final product activities product, Closed Formally close a service, or result procurement project or phase for which the Lessons learned project was conducted “End the Work” Introduction to Project Management Module 1 - Part 3 Learning Outcomes  Understand the knowledge areas  Understand the project performance domains  Understand the correlation between the knowledge areas and the performance domains Understanding Knowledge Areas Project Project Scope Project Schedule Project Cost Project Quality Integration Management Management Management Management Management Project Project Project Project Resource Project Risk Communications Procurement Stakeholder Management Management Management Management Management Knowledge Areas Overview Project Integration Includes the processes and activities to identify, define, combine, Management unify, and coordinate the various processes and project management activities within the Project Management Process Groups. Project Scope Management Includes the processes required to ensure the project includes all the work required, and only the work required, to complete the project successfully. Project Schedule Includes the processes required to manage the timely completion Management of the project. Project Cost Management Includes the processes involved in planning, estimating, budgeting, financing, funding, managing, and controlling costs so the project can be completed within the approved budget. Project Quality Includes the processes for incorporating the organization's quality Management policy regarding planning, managing, and controlling project and product quality requirements, in order to meet stakeholders' expectations. Knowledge Areas Overview Project Resource Includes the processes to identify, acquire, and manage the Management resources needed for the successful completion of the project. Project Communications Includes the processes required to ensure timely and appropriate Management planning, collection, creation, distribution, storage, retrieval, management, control, monitoring, and ultimate disposition of project information. Project Risk Management Includes the processes of conducting risk management planning, identification, analysis, response planning, response implementation, and monitoring risk on a project. Project Procurement Includes the processes necessary to purchase or acquire products, Management services, or results needed from outside the project team. Project Stakeholder Includes the processes required to identify the people, groups, or Management organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution. Project Performance Domains  PMBOK 7th Edition changed the knowledge areas for performance domains.  Performance Domains – group of related activities that are crucial for the effective delivery of project outcomes. Performance Domains Overview Stakeholder Addresses activities and functions associated with the stakeholders. Performance Domain Team Performance Addresses activities and functions associated with the people who Domain are responsible for producing project deliverables that realize business outcomes. Development Approach Addresses activities and functions associated with the development & Life Cycle approach, cadence, and life cycle phases of the project. Performance Domain Planning Performance Addresses activities and functions associated with the initial, Domain ongoing, and evolving organization and coordination necessary for delivering project deliverables and outcomes. Performance Domains Overview Project Work Addresses activities and functions associated with establishing Performance Domain project processes, managing physical resources, and fostering a learning environment. Delivery Performance Addresses activities and functions associated with delivering the Domain scope and quality that the project was undertaken to achieve. Measurement Addresses activities and functions associated with assessing project Performance Domain performance and taking appropriate actions to maintain acceptable performance. Uncertainty Addresses activities and functions associated with risk and Performance Domain uncertainty.  Correlation Knowledge Areas & Performance Domains Performance Domain Knowledge Area Stakeholder Stakeholder Management Team Resource Management Development Approach & Life Cycle Integration Management Planning Integration, Schedule, Costs, Communications, & Procurement Management Project Work Integration, Communications, Resources & Procurement Management Delivery Scope & Quality Management Measurement Scope, Schedule, Costs, & Resources Management Uncertainty Risk Management System for Value Delivery Module 1 - Part 4 Learning Outcomes  Understand what is organizational project management  Understand the relationship between project and operations management  Identify the difference between organizational and project governance  Identify the internal and external project environment Organizational Project Management Figure 2.3 OPM – RMC PMP Exam Prep 10th Ed. Relationship Between PM & Operations Management Operational Stakeholders Operations (Business) Operations Management in PM Responsible for Is outside the scope of Including operational overseeing, directing, and formal PM. stakeholders in projects controlling business A management area provide insights into the operations. concerned with ongoing operation, avoiding issues Changes in business production of goods or that often arise when operations could result in services. their inputs are projects. Manage processes that overlooked. Organizations are transforms inputs into Examples are: call center permanent while projects outputs. personnel, salesperson, are temporary endeavors. CSR, supervisors, etc. Organizational & Project Governance Organizational Governance Project Governance  Determines and influence the behavior of its members through how the organization is  Is the framework, functions, and structured. processes that guide project  Is the framework in which authority is exercised. management activities to create a  Includes people, rules, structure and policies. unique product, service, or result to  It also includes norms which are typically not meet organizational, strategic, and written down. operational goals.  Provides oversight and uses systems to capture data and provide feedback. Project Environment Internal External Internal Environment Governance Knowledge Process assets Data assets documentation assets Culture, Security & Geographic Structure, and Infrastructure safety distribution governance Information Resource Employee technology Availability capability software External Environment Social and Marketplace Regulatory Commercial cultural influences conditions environment databases and issues Academic Industry Financial Physical research standards considerations environment Organizational Structures Module 1 - Part 5 Learning Outcomes  Understand the different types of organizational structures  Understand the role of the Project Management Office Types of Organizational Structure Functional Matrix Project Oriented Functional Structure Characteristics Advantages Disadvantages Typical hierarchy structure Expertise if the project is run Departments are siloed Grouped by functions with within the department that it Outside expertise can be specific roles has the expertise required Each department runs its own High degree of flexibility since Resources may not be projects the resources belong to the dedicated full time to the department project The functional manager has PM duties Clear line of authority to Project progress may be slow functional manager Don’t have a proper PM and if any is assigned it has little power over decisions Project Oriented Structure Characteristics Advantages Disadvantages Organization focus on projects PM have clear authority over Projects are isolated Full time PM with complete resources and budget PM can lose objectivity authority Easy communication Inefficiencies with Resources aligned and Better cohesion within the decentralization causing managed according to each project team duplications of roles project Better focus When the project finishes the Team members report directly Faster execution team dissolves to the PM Matrix Organization Project Manager Functional Manager Matrix Strength Strong Balanced Weak Matrix Organization Advantages & Disadvantage Advantages Disadvantages Efficient resource sharing Reporting confusion because of the dotted Individuals can be choose based on the needs line of the project Power struggles as manager competes for Dynamic team with major problem-solving power capabilities Easier to reassign team members What is a PMO?  Project Management Office is an area responsible for standardizing all the PM processes, facilitates sharing of resources, methodologies, tools, and techniques.  Have the authority to act as a primary stakeholder and key decision maker.  Liaison between the organizational strategies, portfolio, programs and projects in the organization.  Has the authority to end projects.  May be involved in the selection, management and assignment of project resources. Types of PMO’s Neither one manages projects directly. Only support the existing project teams. Major difference, controlling requires compliance The members of the PMO are all PM themselves. They manage every project Mature PMO’s Enterprise-Level Project Agile Center of Excellence (ACoE) Management Office (EPMO) or Value Delivery Office (VDO)  Links implementation of  Organizations with flatter organizational strategy with structures, customer-centered portfolio-level investments in initiatives, and more adaptive programs and projects. delivery may use the ACoE or VDO.  This office serves an enabling role, instead of a management oversight. PMO Functions Support Project Managers Monitoring Developing and compliance Identifying and managing Coaching, with PM Managing developing PM project policies, Coordinating mentoring, standard, shared methodologies, procedures, communication training, and policies, resources best practices, templates, and among projects oversight procedures, and and standards other templates by documentation project audits Project Manager & Project Stakeholders Module 2 - Part 1 Learning Outcomes  Understand who is the project manager  Understand the differences between the different types of managers  Identify the different types of power and leadership styles  Identify the different types of project stakeholders Project Manager vs. Functional & Operations Manager Focuses on providing Responsible for The person assigned management ensuring that business by the performing oversight for a operations are organization to lead functional or business efficient the team that is unit responsible for achieving the project objectives Functional Operations Project Manager Manager Manager Project Manager Personality Traits High degree of Authentic Courteous Creative Adapt to culture emotional intelligence Intellectual or Understand the Managerial Service-oriented Social skills intelligent politics Have a systemic view of the organization Emotional Intelligence Self- Self- Awareness Management How do you Think before you affect the team? act How does the Build trust team affect you? Social Social Skill Awareness Establish rapport Be empathetic Build effective Employ active teams listening Manage attitude Project Manager Sphere of Influence A Guide to the Project Management Body of Knowledge (PMBOK Guide). (2017). 6th ed. Newtown Square, Pennsylvania: Project Management Institute, Inc, pp.53. Project Manager Competencies Technical Project Management – The skills to effectively apply the project management knowledge. Strategic and Business Management – The ability to see the high-level overview of the organization and effectively negotiate and implement decisions and actions that support strategic alignment and innovation. Leadership – The ability to guide, motivate, and direct the team.  Leadership Competency Skills Knowledge Strategic PM Competencies or and Technical Business Leadership Leadership Styles Transformatio Laissez-Faire Transactional Servant Leader Charismatic nal “Let them do” Focus on goals Look to service Empowers Based on Little and the needs of followers to inspiration and interference accomplishmen the team become leaders self-confidence allowing the ts to determine Team members team to make rewards have a lot of their own Also known as autonomy decisions management by exception Types of Power Legitimate or Positional Power Power inherent to a position Informational Power “Knowledge is power” Relational Power Relies on the people you know or your network The power provided by the expertise someone has in a Expert Power specific area Power earned by respect based on knowledge, abilities Referent Power or skills Someone you trust Personal or Charismatic Power Sometimes is misused Differences Between Leadership & Management Project Stakeholders Customers Sponsors Suppliers Managers organization End users Employees Community Governement Project Team Project Manager Project Staff Business - who will Partners carry out the work. Project Team Supporting Sellers Experts Users Types of Teams Dedicated Most of the team members work full-time on the project. Part-Time Team members work on the project and on other projects or doing their business functions. Partnership Teams consisting of different organizations working on the same project. Virtual When team members are not collocated and meet using communication technology. Agile teams try to avoid virtual teams. Project Life Cycle Module 2 - Part 2 Learning Outcomes  Understand the project life cycle  Identify the correlation between the project and the product life cycles  Understand the different development life cycles Project Life Cycle Overview  The project life cycle is a sequence of Starting or phases that the project passes from its initiation to its closure. Initiating  The name and quantity of phases will depend on the organization and on the type of project. Organizing  Projects can be mapped to this Closing generic life cycle: or Planning  Starting the project  Organizing and preparing Executing or  Carrying out the work Performing  Closing the project  Phases are time-bounded. The Project Life Cycle  The life cycle of the project is NOT the same as the PM Process Groups.  The PM Process Groups are the activities that we will perform within each phase of the project.  The phases may be sequential, iterative, or overlapping (fast tracking).  Within a project life cycle, there are generally one or more phases that are associated with the development of the product, service, or result. These are called a development life cycle. Phase Relationship Overlapping Sequential Relationship Iterative Relationship Relationship The next phase begins (Fast Tracking) the Here the phases are when the previous phase starts prior to repeated as needed. phase end. the completion of the Reduces uncertainty previous one. Reduces the Increase risks, costs. opportunities to cut Improve the schedule. opportunities to cut schedule  Development Life Cycle Types Predictive Life Cycle Adaptive Life Cycle Hybrid Life Cycle Also called waterfall. Adaptive life cycles are A hybrid life cycle is a Extensive planning done at agile, iterative, or combination of a predictive the beginning of the project incremental and an adaptive life cycle Scope, time and cost set The detailed scope is Those elements of the early defined and approved project that are well known Change managed carefully before the start of an or have fixed requirements iteration follow a predictive Formal control and Multiple iterations that add development life cycle, and extensive reporting functions to the project those elements that are still Requirements set per evolving follow an adaptive iteration development life cycle Changes are welcomed Predictive vs. Adaptive Project vs. Product Life Cycle Initiating Planning Executing Closing Delivery Concept Maturity Retirement Growth Adaptive Approach Module 2 - Part 3 Learning Outcomes  Define what is Agile  Understand Agile values and principles  Understand Agile process  Learn the Kanban method Agile development is a method of building software by empowering and trusting people, acknowledging change as norm, and promoting constant feedback Shuh, Peter (2005). Integrating Agile Development in the Real World Agile Influencers 4 Agile Manifesto Values We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value: While there is value in the items on the right, we value items on the left more. 12 Agile Manifesto Principles OUR HIGHEST WELCOME CHANGING DELIVER WORKING BUSINESSPEOPLE AND BUILD PROJECTS THE MOST EFFICIENT PRIORITY IS TO REQUIREMENTS, EVEN SOFTWARE DEVELOPERS MUST AROUND MOTIVATED AND EFFECTIVE SATISFY THE LATE IN FREQUENTLY, FROM A WORK TOGETHER INDIVIDUALS. GIVE METHOD OF CUSTOMER THROUGH DEVELOPMENT. AGILE COUPLE OF WEEKS TO DAILY THROUGHOUT THEM THE CONVEYING EARLY AND PROCESSES HARNESS A COUPLE OF THE PROJECT. ENVIRONMENT AND INFORMATION TO AND CONTINUOUS CHANGE FOR THE MONTHS, WITH A SUPPORT THEY NEED WITHIN A DELIVERY OF CUSTOMER’S PREFERENCE TO THE AND TRUST THEM TO DEVELOPMENT TEAM VALUABLE SOFTWARE. COMPETITIVE SHORTER TIMESCALE. GET THE JOB DONE. IS FACE-TO-FACE ADVANTAGE. CONVERSATION. 12 Agile Manifesto Principles WORKING SOFTWARE AGILE PROCESSES CONTINUOUS SIMPLICITY–THE ART THE BEST AT REGULAR IS THE PRIMARY PROMOTE ATTENTION TO OF MAXIMIZING THE ARCHITECTURES, INTERVALS, THE TEAM MEASURE OF SUSTAINABLE TECHNICAL AMOUNT OF WORK REQUIREMENTS, AND REFLECTS ON HOW TO PROGRESS. DEVELOPMENT. THE EXCELLENCE AND NOT DONE–IS DESIGNS EMERGE BECOME MORE SPONSORS, GOOD DESIGN ESSENTIAL. FROM SELF- EFFECTIVE, THEN DEVELOPERS, AND ENHANCES AGILITY. ORGANIZING TEAMS. TUNES AND ADJUSTS USERS SHOULD BE ITS BEHAVIOR ABLE TO MAINTAIN A ACCORDINGLY. CONSTANT PACE INDEFINITELY. Agile Umbrella Agile is an umbrella term for a group of iterative and incremental product development methods. Agile Release Planning Agile Framework at a Glance User Stories Who? As a , What? I want/would like/should/can So that Why? Back of the card: Acceptance Criteria Acceptance Criteria help to set scope and define what ‘Done’ means for a given user story. Kanban Model Pull System Flow Project Selection Module 3 - Part 1 Learning Outcomes  Understand the difference between opportunities and projects  Identify the project selection steps  Define business documents  Understand the financial selection methods Opportunity vs. Project Opportunity – All the submitted requests to become projects. Projects – The selected opportunities. Project Selection Combine “gut” feelings and Evaluate needs, Determine which Select project quantitative costs, benefits are projects information to make decision There are 4 steps when selecting projects Project Selection Steps Develop Criteria List Assumptions Gather Data Evaluate Each Opportunity Strategy Basis for each Gather data and Use of an alignment opportunity information for evaluation form Increase market “We will obtain each opportunity containing the share or sales financing to to help ensure an criteria used to Technology implement the intelligent evaluate each requirement new system” decision opportunity and regarding project select which Improve selection ones will turn customer into projects satisfaction Regulatory change Risks Project Management Business Documents THE SPONSOR (CLIENT) IS GENERALLY ACCOUNTABLE FOR DEVELOPING AND MAINTAINING THE BUSINESS CASE. *Benefits Management Plan - Benefits expressed in business terms (Net Present Value) Business Case Contents Analysis of the Business Needs Recommendation Evaluation Situation Statement Identify alignment Statement of the Statement with the documenting the with strategy, goals recommended plan for measuring business problem or and objectives. action benefits the project opportunity to be Identify the root Implementation will deliver. addressed. cause. approach with Includes the value to Identify risks, critical milestones, be delivered. success factors. dependencies, and Identify Identify decision roles and stakeholders. criteria such as responsibilities. Identify scope. required, desired, or optional. Project Selection Methods The most common methods company use to select project are those that quantify the monetary benefits and expected costs that will result from a project and compare them to other potential projects to select the ones that are most feasible and desirable. These methods are called benefit measurement methods:  Benefit Cost Ratio  Internal Rate of Return  Net Present Value  Opportunity Cost  Payback Period  Return on Investment Benefit Measurement Methods Benefit Cost Ratio (BCR) Internal Rate of Return (IRR)  Is the ratio of benefits to costs.  Is a finance term used to express a  Example: If you expect a construction project’s returns as an interest rate. Project to cost $1M, and you expect to be able to sell that completed building for  In other words, if this project were an $1.5M, then your BCR is: interest rate, what would it be?  BCR = Benefit / Cost  The bigger the IRR the better  BCR = 1.5M / 1.0M = 1.5  In other words, you get $1.50 of benefit for every $1.00 of cost.  A BCR > 1 = the benefits outweigh the costs. Benefit Measurement Methods Present Value (PV) Net Present Value (NPV)  PV is based on the “time value of money”  NPV is the same as PV but also factor in economic theory that a dollar today is your costs. worth more than a dollar tomorrow.  For example: if a project is expected to  For example, you have constructed a produce 3 annual payments of $100,000, building with a PV of $500,000 but it cost then the PV (how much those payments are you $350,000. In this case, your NPV worth right now) is going to be less than would be $500,000 - $350,000 = $150,000 $300,000 because you won’t get the $300,000 until the 3rd year, but if you took  Remember that a bigger PV or NPV makes the $300,000 cash and put it in the bank a project more attractive, and that NPV right now, you would end up with more than calculations already factored in the cost $300,000 in 3 years. of the project. Benefit Measurement Methods Opportunity Cost Payback Period  Opportunity costs asks, “what is the cost  How long it will take to recoup an of the other opportunities that were investment in a project. passed up by investing our money and resources in this project?”  You want to recoup the investment as soon as possible to free that money up for  No formula. another investment opportunity. Benefit Measurement Methods Return on Investment (ROI)  Is a % that shows what return an organization makes by investing in something.  For example: a company invests in a project that costs $200,000. The benefits of doing the project would save the company $230,000 in the first year alone. In this case the ROI would be:  ROI = (current value of investment “benefit” – cost of investment) / cost of investment  ROI = 230,000-200,000 / 200,000 = 30,000/200,000 = 15% Project Selection Matrix Examples Project Initiation Module 3 - Part 2 Learning Outcomes  Understand the purpose of the project initiation activities  Understand the process to develop a project charter  Learn different facilitation techniques Initiating Purpose Obtain project approval Identify Stakeholders Project Charter Overview The document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the Project Manager with the authority to apply organizational resources to the project activities. Is the link between the project and strategic objectives. Created by the Initiator or Sponsor, but in some organizations the PM is the one that creates the project charter. Needs to be signed by the sponsor, initiator and other stakeholders with the authority to commit resources to the project. Project Charter Purpose Possible Elements Provides sponsor approval  Project title  Milestone schedule Commits funding for the  Purpose or description  Key assumptions project  Objectives  Constraints Summarizes key conditions  Success criteria or  Major risks expected benefits and parameters  Project manager  Funding Establishes framework to  Sponsor designee develop baseline plan  Major deliverables  Approval signature  Acceptance criteria Develop a Project Charter Inputs Business Case Tools Statement of Work (SOW) Facilitation Techniques - Benefits Management Plan Brainstorming, conflict resolution, problem solving, and meeting Agreements management. Brainstorming  All members of a group contribute spontaneous ideas in a non-judgmental environment  Explore as broad a range of options and ideas  The process:  The team sits around a table, with a facilitator who records ideas  Facilitator gives a 2-minute pitch  Member states an idea  Build on ideas previously mentioned  Continue until no one can produce any more ideas or the time limit is up  Two important rules must be followed:  No immediate discussion of ideas  No judgmental comments  Other participants are not allowed to make any comments at all, supportive or judgmental Conflict Resolution Conflict Management Techniques for Resolving Conflict Conflict is inevitable in a project Withdraw/Avoid environment. Force/Direct Sources of conflict include scarce Compromise/Reconcile resources, scheduling priorities, Smooth/Accommodate and personal work styles. Collaborate/Problem Solve Team ground rules, group norms, and solid project management practices, like communication planning and role definition, reduce the amount of conflict. Problem Solving Process Identify Gather data Develop a Identify Evaluate the potential and verify the problem possible alternative causes of the most likely statement solutions solutions problem causes Determine Determine the Revise the Implement whether the best solution project plan the solution problem has been solved Meeting Management Distribute Ensure the Create an Start and meeting right people agenda finish on time agenda are invited Manage Distribute Record the Stay on topic expectations meeting actions and conflicts minutes Stakeholder Identification & Analysis Module 3 - Part 3 Learning Outcomes  Identify who are the project stakeholders  Understand how to engage stakeholders throughout the project life cycle  Understand the stakeholder analysis process  Stakeholders Suppliers Customers External - Outside the End Users organization Regulatory Bodies Governing Bodies Internal - Within the PMOs organization but not Steering Committees part of the project team Project Manager Project Internal - Project Management team Team Project Team Stakeholder Identification The process of regularly identifying project stakeholders and analyzing and documenting relevant information regarding their interests, participation, interdependencies, influence, and potential impact on the success of the project. The stakeholder identification process involves writing the names of the stakeholders along with their contact information, goals, expectations, and concerns in a document called the stakeholder register. This is an iterative process. Stakeholder Analysis Once the stakeholders are identified, the analysis is carried out to add the information to the stakeholder registry. The purpose of the analysis is to prioritize the stakeholders of greatest relevance to the project. The analysis includes: Determine their level of interest and power Determine the impact they can have on the project Determine the current commitment state and the desired state Power/Interest Grid Stakeholder Engagement Matrix C – Actual engagement level D – Desired engagement level Stakeholder Register Stakeholder Engagement Understand Effective Attend to their their needs and communication situation expectation Involve them in Handle conflict decisions and activities Navigating Effective Stakeholder Engagement Identify Monitor Understand Engage Analyze Prioritize Stakeholder Engagement Plan Once the stakeholder analysis is done, the stakeholder engagement plan is developed to ensure proper involvement of each stakeholder. These strategies can be included in the stakeholder register. It will be used to assess whether the strategies are being effective or not.