SE423 · Chapter 8 · Annotated SlidesStakeholders
Original
Overview

Stakeholders

Stakeholder management (inputs, tools, outputs), engagement levels, communication planning, push/pull/interactive communication, communication channels and the mapping models. Final 242 asked for the process’s inputs/techniques/outputs, channels for 7 people and an engagement-level table with push/pull/interactive; Final 251 asked how to identify and prioritize stakeholders.

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Every original slide is shown unchanged. Yellow marks on a slide point to a numbered note: hover or tap a mark to jump to its note, and hover a note to see its marks. Questions tagged Past exam appeared on a real paper; Prediction questions are likely angles, not confirmed. Pick an answer to each question: a wrong pick tells you why it is wrong, so you can try again.

All 42 slides
  1. 1 Stakeholders
  2. 2 Outline
  3. 3 Examples of Project Stakeholders
  4. 4 Stakeholder Management
  5. 5 Introduction
  6. 6 Stakeholder Management
  7. 7 Stakeholder register
  8. 8 Stakeholders
  9. 9 Stakeholder management plan
  10. 10 Stakeholder management plan
  11. 11 Useful if conditions warrant
  12. 12 Useful if conditions warrant
  13. 13 Important Stakeholders
  14. 14 The Need for Stakeholder Reporting
  15. 15 The Need for Stakeholder Reporting
  16. 16 Communication
  17. 17 Communication
  18. 18 Communication
  19. 19 Types of Communication
  20. 20 Communication Concepts
  21. 21 Plan Communications
  22. 22 Ethical Responsibility
  23. 23 Professional Responsibility
  24. 24 Communication Management Plan
  25. 25 Stakeholders Communication
  26. 26 Stakeholder Engagement
  27. 27 Identify Stakeholders
  28. 28 Project Stakeholder Management
  29. 29 Stakeholder Engagement Plan
  30. 30 Common Stakeholder Mapping Models
  31. 31 Common Stakeholder Mapping Models
  32. 32 Stakeholder Knowledge Base Chart
  33. 33 Common Stakeholder Mapping Models
  34. 34 Power/Interest Grid
  35. 35 Stakeholder Engagement
  36. 36 Stakeholder Engagement
  37. 37 Stakeholder Engagement
  38. 38 Stakeholder Engagement
  39. 39 Manage Stakeholders Expectations
  40. 40 Performance Report Types
  41. 41 Making Reports and Metrics Useful
  42. 42 Conclusion
Slide 1 / 42

Stakeholders

Slide 1: Stakeholders

Notes

  1. Stakeholder management → communication → stakeholder communication (mapping and engagement).

Slide 2 / 42

Outline

Slide 2: Outline

Notes

  1. Three parts, all exam-relevant.

Slide 3 / 42

Examples of Project Stakeholders

Slide 3: Examples of Project Stakeholders

Notes

  1. Stakeholders include sponsors, customers, team, suppliers, regulators, end users, functional managers…

  2. Seen again Ch 2, slide 7: Internal vs. external stakeholders

  3. Seen again Ch 1.2, slide 3: Stakeholder definition

Exam angle

PredictionQ1

Which is an example of a project stakeholder?

Slide 4 / 42

Stakeholder Management

Slide 4: Stakeholder Management
Slide 5 / 42

Introduction

Slide 5: Introduction

Notes

  1. You can’t treat everyone the same way, as each stakeholder needs something different. Stakeholder management works out a suitable approach for each, and keeps it going throughout the project.

Exam angle

Past exam · Final 242

Q3.1 · stakeholder management process: inputs, techniques, outputs

Slide 6 / 42

Stakeholder Management

Slide 6: Stakeholder Management

Notes

  1. Where do you learn who’s involved? The charter names key people, and contracts reveal vendors. Past records save you from starting from nothing.

  2. A list of names isn’t enough, so you need to find out what each person wants and how much power they have. Stakeholder analysis does that, and expert judgment catches what you’d miss.

  3. One records who they are (the register), and the other says how you’ll deal with them (the management plan). Don’t mix them up, since each has a different purpose.

  4. Tip This slide answers Final 242 Q3.1 almost word for word. Learn two items per column.

Exam angle

Past exam · Final 242

Q3.1 · stakeholder management process: inputs, techniques, outputs

PredictionQ1

How does the stakeholder management process contribute to project success? Give two inputs, techniques and outputs (Final 242).

Compare with the model answer

It identifies everyone who can affect or is affected by the project, analyzes their interests and influence, and plans how to engage each one, so support is kept, resistance is handled early and requirements and expectations are clear. Inputs: the project charter (names key stakeholders such as sponsor and client) and procurement documents (reveal vendors and contractors); also enterprise environmental factors and organizational process assets. Tools and techniques: stakeholder analysis (interests, influence, impact, e.g. a power/interest grid) and expert judgment; also meetings. Outputs: the stakeholder register (who they are, requirements, expectations, influence, classification) and the stakeholder management plan (current vs desired engagement, communication needs, strategies).

PredictionQ2

Which is an OUTPUT of stakeholder management?

Slide 7 / 42

Stakeholder register

Slide 7: Stakeholder register

Notes

  1. It’s a reference you’ll keep using. It records more than contact details: what they want and how much influence they have tell you how to treat them. It’s the main output of identifying stakeholders.

Exam angle

PredictionQ1

Which is the primary output of identifying stakeholders?

Slide 8 / 42

Stakeholders

Slide 8: Stakeholders

Notes

  1. Think of it as a ladder from not knowing to helping lead. The aim is rarely to move everyone to the top, just to where the project needs them. A resistant person may need only to become neutral.

  2. Memory trick “U R No Strong Leader”: Unaware, Resistant, Neutral, Supportive, Leading.

Tips & tricks

  • The levels, in order: Uncle Really Needs Some Love. Unaware, Resistant, Neutral, Supportive, Leading.

Exam angle

Past exam · Final 242

Q3.3 · engagement levels table with Pull / Push / Interactive

PredictionQ1

Compare stakeholder engagement levels and suggest the best communication method (pull, push or interactive) for each (Final 242).

Compare with the model answer

Unaware (low knowledge, can’t support yet) → push: announcements and briefings to make them aware. Resistant (aware but opposed; can block) → interactive: meetings to hear concerns and negotiate. Neutral (aware, neither for nor against) → push status updates plus pull access to the wiki or dashboard to build interest. Supportive (aware and in favour) → pull dashboards and push periodic reports to keep them informed and championing. Leading (actively driving success; high influence) → interactive: steering meetings, demos and joint decisions.

PredictionQ2

A stakeholder who is aware of the project and actively engaged in ensuring its success is:

Slide 9 / 42

Stakeholder management plan

Slide 9: Stakeholder management plan

Notes

  1. The plan describes real views about real people, so imagine a “resistant” person reading their entry. That’s why it’s sensitive and needs protecting. The key content is the gap between current and desired engagement.

Exam angle

PredictionQ1

Why should the stakeholder management plan be handled carefully?

PredictionQ2

What does the plan add to the register?

Slide 10 / 42

Stakeholder management plan

Slide 10: Stakeholder management plan

Notes

  1. C = current, D = desired engagement. The gap shows where to act.

Exam angle

PredictionQ1

In the stakeholder engagement assessment matrix, “C” and “D” mean:

Slide 11 / 42

Useful if conditions warrant

Slide 11: Useful if conditions warrant

Notes

  1. Agile leans the opposite way: share openly, and people fill fewer gaps with rumors. Information radiators make status visible to all, so nobody has to ask or guess.

  2. Seen again Ch 1.2, slide 85: Information radiators

Exam angle

PredictionQ1

What does agile use to make information visible?

Slide 12 / 42

Useful if conditions warrant

Slide 12: Useful if conditions warrant

Notes

  1. Sometimes people do get different information for good reason, say in a tense political project. But if it’s discovered, trust suffers, which is why it’s not without its risks.

Exam angle

PredictionQ1

Tailoring information for each stakeholder is:

Slide 13 / 42

Important Stakeholders

Slide 13: Important Stakeholders

Notes

  1. A champion has the power and willingness to speak up for the project when it matters. Finding one early can open doors a PM can’t open alone.

Exam angle

PredictionQ1

A senior leader actively promotes your project. What are they?

Slide 14 / 42

The Need for Stakeholder Reporting

Slide 14: The Need for Stakeholder Reporting

Notes

  1. Iterative work doesn’t have obvious milestones, so outsiders can’t easily see progress. Good reporting tools fill that gap, without pulling developers away from their work.

Exam angle

PredictionQ1

Why do agile projects need good reporting?

Slide 15 / 42

The Need for Stakeholder Reporting

Slide 15: The Need for Stakeholder Reporting

Notes

  1. A manager overseeing ten projects can’t read ten reports. Dashboards gather the numbers in one place and keep them current, so problems stand out.

Exam angle

PredictionQ1

How do dashboards help managers?

Slide 16 / 42

Communication

Slide 16: Communication
Slide 17 / 42

Communication

Slide 17: Communication

Notes

  1. Even a perfect analysis of stakeholders is useless until you talk to them. That’s why communication is called the most important factor: it’s how all that planning reaches people.

Exam angle

Past exam · Final 251

Related question: Q3.1 · how communication skills help manage risk and success

Slide 18 / 42

Communication

Slide 18: Communication

Notes

  1. Sending everything to everyone just means nobody reads it. Asking these questions makes sure each person gets what they need, in a form they’ll use. That’s all communication planning is.

  2. Memory trick Who · What · Why · How · When · Who-has.

Exam angle

PredictionQ1

Which is a question in planning communication?

Slide 19 / 42

Types of Communication

Slide 19: Types of Communication

Exam angle

PredictionQ1

A casual chat between peers is:

Slide 20 / 42

Communication Concepts

Slide 20: Communication Concepts

Notes

  1. Channels = N(N−1)/2. Team of 7 → 21. This exact calculation was Final 242 Q3.2.

  2. Seen again Ch 3, slide 34: Communication paths grow with team size

Exam angle

Past exam · Final 242

Q3.2 · number of communication channels for 7 members

PredictionQ1

Calculate the number of communication channels for a project team of 7 members.

PredictionQ2

A team grows from 5 to 8 people. How many channels are added?

Slide 21 / 42

Plan Communications

Slide 21: Plan Communications

Notes

  1. Each kind of information has different readers. A sponsor wants status and risks, while a developer wants work assignments. The CCB gets its own line, as it decides on changes.

  2. Seen again Ch 9, slide 8: Integrated change control

Exam angle

PredictionQ1

What does a Change Control Board do?

Slide 22 / 42

Ethical Responsibility

Slide 22: Ethical Responsibility

Notes

  1. Bad news doesn’t improve with delay. Honesty lets others act in time, and if people see you tell the truth when it’s hard, they’ll do the same.

  2. Seen again Ch 1, slide 55: PMI code: honesty

Exam angle

PredictionQ1

The project is in trouble. What should you do?

Slide 23 / 42

Professional Responsibility

Slide 23: Professional Responsibility

Notes

  1. Taking on work you can’t do is a risk for the whole project, even if it’s flattering to be asked. So this is about protecting the project and people, by being open, not just following rules.

Exam angle

PredictionQ1

You’re offered an assignment you aren’t qualified for. What’s the professional response?

PredictionQ2

You spot a conflict of interest. What should you do?

Slide 24 / 42

Communication Management Plan

Slide 24: Communication Management Plan

Notes

  1. It’s the “who gets what, how and when” written down, so that people aren’t relying on memory. That’s why it’s the main output of plan communications.

Exam angle

PredictionQ1

The communication management plan is the primary output of:

Slide 25 / 42

Stakeholders Communication

Slide 25: Stakeholders Communication
Slide 26 / 42

Stakeholder Engagement

Slide 26: Stakeholder Engagement

Notes

  1. Each step builds on the last. You can’t prioritize people you haven’t analyzed, and monitoring feeds back to the start, as people’s views change.

  2. Memory trick “I Understand And Prioritize Every Member”.

Tips & tricks

  • The order matters here: I Usually Ask People Every Month. Identify, Understand, Analyze, Prioritize, Engage, Monitor.

Exam angle

Past exam · Final 251

Q3.2 · identify and prioritize stakeholders; communicate with each group

Slide 27 / 42

Identify Stakeholders

Slide 27: Identify Stakeholders

Notes

  1. Stakeholders change as a project moves, which is why you analyze continuously. So the register stays alive, and the strategy follows what it shows.

Exam angle

PredictionQ1

When should stakeholders be analyzed?

Slide 28 / 42

Project Stakeholder Management

Slide 28: Project Stakeholder Management

Notes

  1. This is what the gap looks like in practice. The person is resistant today and is needed as supportive, so the plan targets that change, with critical priority.

Exam angle

PredictionQ1

A stakeholder is resistant, and the project needs support. What’s the job?

Slide 29 / 42

Stakeholder Engagement Plan

Slide 29: Stakeholder Engagement Plan

Exam angle

PredictionQ1

What does a stakeholder engagement plan set out?

Slide 30 / 42

Common Stakeholder Mapping Models

Slide 30: Common Stakeholder Mapping Models

Notes

  1. Instead of guessing who’s important, score each person. Someone with all three of power, legitimacy and urgency demands attention right now, and each missing attribute lowers the priority.

Exam angle

Past exam · Final 251

Q3.2 · identify and prioritize stakeholders; communicate with each group

PredictionQ1

In the salience model, a stakeholder with power, legitimacy AND urgency is:

Slide 31 / 42

Common Stakeholder Mapping Models

Slide 31: Common Stakeholder Mapping Models

Notes

  1. Knowledge and attitude change independently. Someone may oppose you because they don’t understand, so a knowledge base chart helps decide whether to inform them or manage them.

Exam angle

PredictionQ1

What two dimensions does the knowledge base chart use?

Slide 32 / 42

Stakeholder Knowledge Base Chart

Slide 32: Stakeholder Knowledge Base Chart

Notes

  1. Why treat them differently? An informed opponent has a real objection, so they’re a risk to manage, whereas an uninformed one may change their mind once they understand.

Exam angle

PredictionQ1

A stakeholder who opposes the project because they misunderstand it (ignorant/opposition) should be:

Slide 33 / 42

Common Stakeholder Mapping Models

Slide 33: Common Stakeholder Mapping Models

Notes

  1. You can’t give everybody equal time. Two questions decide how much attention someone gets: can they affect the project, and do they care about it? That’s what a power/interest grid shows.

Exam angle

Past exam · Final 251

Q3.2 · identify and prioritize stakeholders; communicate with each group

Slide 34 / 42

Power/Interest Grid

Slide 34: Power/Interest Grid

Notes

  1. Someone powerful and interested can make or break you, so stay close. Powerful but not interested? Don’t bore them, just keep them satisfied, or they may turn on you.

  2. Trap High power + low interest = keep SATISFIED, not manage closely.

Exam angle

Past exam · Final 251

Q3.2 · identify and prioritize stakeholders; communicate with each group

PredictionQ1

How can project managers identify and prioritize stakeholders, and how should they communicate with each group (Final 251)?

Compare with the model answer

Identify: review the charter and procurement documents, brainstorm with the team and experts, and record everyone in a stakeholder register (role, requirements, expectations, influence, support/neutral/resistant). Prioritize with a mapping model: the power/interest grid (manage closely high-power/high-interest, keep satisfied high-power/low-interest, keep informed low-power/high-interest, monitor the rest) or the salience model (power, legitimacy, urgency). Communicate: interactive meetings and demos for key players, push status reports for those to keep satisfied, pull dashboards or a wiki for the informed, and minimal updates for the monitored group, adjusting as engagement levels change.

PredictionQ2

A regulator with high power but little interest in day-to-day work should be:

Slide 35 / 42

Stakeholder Engagement

Slide 35: Stakeholder Engagement

Notes

  1. Engagement is about two-way work, not announcements. People trust those who listen, so soft skills often matter more than a good plan.

Exam angle

PredictionQ1

Which skills does engaging stakeholders rely on?

Slide 36 / 42

Stakeholder Engagement

Slide 36: Stakeholder Engagement

Exam angle

PredictionQ1

A formal presentation to a steering group is:

Slide 37 / 42

Stakeholder Engagement

Slide 37: Stakeholder Engagement

Notes

  1. Sending an email is quick, but you can’t see how it’s received. So use push for simple facts, not for anything that may upset or confuse someone.

  2. With pull, people fetch what they need, which suits large audiences. Use interactive when understanding matters, since it’s the only one where you can respond right away.

  3. Memory trick Push = I send. Pull = you fetch. Interactive = we talk.

Tips & tricks

  • PIP: Push, Interactive, Pull.

Exam angle

Past exam · Final 242

Q3.3 · engagement levels table with Pull / Push / Interactive

PredictionQ1

Posting templates on an intranet for team members to look up is:

Slide 38 / 42

Stakeholder Engagement

Slide 38: Stakeholder Engagement

Notes

  1. Sending a message doesn’t mean it arrived. Quick feedback shows if it was understood, and sometimes reveals a reaction you never expected.

Exam angle

PredictionQ1

What do quick feedback loops confirm?

Slide 39 / 42

Manage Stakeholders Expectations

Slide 39: Manage Stakeholders Expectations

Notes

  1. People get upset less about bad news than about surprises. Sharing schedule, budget and risks regularly keeps expectations realistic, including about things outside your control.

Exam angle

PredictionQ1

Which items may need regular communication?

Slide 40 / 42

Performance Report Types

Slide 40: Performance Report Types

Notes

  1. Each report answers one question. Asking “is it getting better or worse?” needs a trend report, while “what’s coming?” needs a forecast. Match the type to the question.

Tips & tricks

  • Sentence, in slide order: Some People Tell Funny Very Exciting Lies. Status, Progress, Trend, Forecasting, Variance, Earned value, Lessons learned.

Exam angle

PredictionQ1

“Is performance improving or deteriorating?” is answered by a:

Slide 41 / 42

Making Reports and Metrics Useful

Slide 41: Making Reports and Metrics Useful

Notes

  1. A report is only useful if someone can act on it. Too much detail gets ignored, and inconsistent baselines can’t be compared. And don’t let report writing replace managing the project.

Exam angle

PredictionQ1

What should you not let reports do?

Slide 42 / 42

Conclusion

Slide 42: Conclusion

Notes

  1. Everything comes down to knowing each person, and being honest with them. Communication that’s clever but not ethical will fail eventually, since people stop believing you.

Exam angle

PredictionQ1

Stakeholder expectation management starts with: