10 Stakeholders Management v1 PDF

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PMBOK 5.0
Chapter 13 – Project Stakeholder Management
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Agenda
• Facilitator Introduction
• Project Stakeholder Management Knowledge Area
• Identify Stakeholders
• Plan Stakeholder Management
• Manage Stakeholder Engagement
• Control Stakeholder Engagement
• Test prep questions
• Assignments
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Stakeholder theory - intro
Ed Freeman
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Project Stakeholders Management

Is concerned with identifying all the stakeholders associated with the
project, and assess their needs, expectations, and involvements on the
project and seek to keep the lines of communication with stakeholders
open and clear.
PMP Study Guide 7th. Edit. – Kim Heldman
Table 2.10: Project Stakeholders Management.

PMP Study Guide 7th. Edit. – Kim Heldman
Fig. 13.3 Project Stakeholders Management

Knowledge Area Processes.
Stakeholders Mgmt R50
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Process Groups & K. Areas
PMBOK® Fifth Edition

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Project Stakeholder Management

Includes the processes
required to identify the
people, groups, or
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.
PMBOK® Guide Fifth Edition

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Identify Stakeholders
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is the process of identifying the people, groups, or organizations that could
impact or be impacted by a decision, activity, or outcome of the project,
analyzing and documenting relevant information regarding their interests,
involvement, interdependencies, influence, and potential impact on project
success. The key benefit of this process is that it allows the project
manager to identify the appropriate focus for each stakeholder or group of
stakeholders.

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Inputs
This can be difficult and Key Stakeholders will

change throughout the project’s life
• The inputs for this process are:
– Project Charter
– Procurement documents
– Enterprise environmental factors
– Organizational process assets
This should occur as earlier as possible and
continue during the entire project life
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Tools & Techniques
Stakeholders Analysis
This involves using qualitative and quantitative data to analyze
their interests. Those with the most influence will also have
the most impact.
• Stakeholders can be internal o external to the org.

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Understanding Stakeholders Roles

As a PM you must understand each Stakeholder’s role in the
project and in the organization.
• Get to know them and their interests
• Determine the relationship structure among them
• Start cultivating partnership with these Stakeholders
• The better relationship the easier to negotiate
• Knowing which work well together and which don’t
• Some Stakeholders may have a significant amount
of influence over the project and its outcomes
• First, you must determine their level of influence
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Assessing Stakeholders
Some of the elements you might want to consider
when assessing Stakeholders are:
– Identifying the Key Stakeholders who can have a
significant impact on the project
– Stakeholders’ anticipated level of participation
– Stakeholders’ groups or committees and their level of
influence
Once the assessment is complete, you should devise a plan

to deal with any potential impacts and strategies for gaining
their support
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Tools & Techniques
Stakeholders’ Power and Influence
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Tools & Techniques
Expert Judgment
To ensure comprehensive identification and listing of stakeholders, judgment
and expertise should be sought from groups or individuals with specialized
training or subject matter expertise, such as:
• Senior management;
• Other units within the organization;
• Identified key stakeholders;
• Project managers who have worked on projects in the same area
(directly or through lessons learned);
• Subject matter experts (SMEs) in the business or project area;
• Industry groups and consultants; and
• Professional and technical associations, regulatory bodies, and
nongovernmental organizations (NGOs).
Expert judgment can be obtained through individual consultations (one-on-
one meetings, interviews, etc.) or through a panel format (focus groups,
surveys, etc.).
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Tools & Techniques
Meetings
Profile analysis meetings are project meetings designed to
develop an understanding of major project stakeholders, and they
can be used to exchange and analyze information about roles,
interests, knowledge, and the overall position of each stakeholder
facing the project.
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Outputs
Stakeholder
Register
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Identify Stakeholders Q&A

Q1. You are in the process of identifying your stakeholders.
You are using one of the tools and techniques of this
process that according to the PMBOK® Guide, involves
all of the following steps except for which one?
A. Determining the level of stakeholder participation on the project

B. Assessing how stakeholders are likely to react to certain
situations
C. Identifying stakeholders
D. Analyzing potential impacts stakeholders may present
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Identify Stakeholders Q&A

Q1. You are in the process of identifying your stakeholders.
You are using one of the tools and techniques of this
process that according to the PMBOK® Guide, involves
all of the following steps except for which one?
A. Determining the level of stakeholder participation on the

project
B. Assessing how stakeholders are likely to react to certain
situations
C. Identifying stakeholders
D. Analyzing potential impacts stakeholders may present
Stakeholder analysis involves three steps including:
identifying stakeholders, analyzing potential impact,
and assessing how stakeholders are likely to react
to given situations.
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Plan Stakeholder Management
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MIT Sloan Management Review.
Article Analysis
Executive Sponsors Influence Project Success
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Is the process of developing appropriate management strategies to
effectively engage stakeholders throughout the project life cycle, based on
the analysis of their needs, interests, and potential impact on project
success. The key benefit of this process is that it provides a clear,
actionable plan to interact with project stakeholders to support the
project’s interests

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Plan Stakeholders Management Inputs

Inputs
Project Management Plan

The information used for the development of the stakeholder management
plan includes, but is not limited to:
• Life cycle selected for the project and the processes that will be applied
to each phase
• Description of how work will be executed to accomplish the project
objectives
• Description of how human resources requirements will be met and how
roles and responsibilities, reporting relationships, and staffing
management will be addressed and structured for the project
• Change management plan that documents how changes will be
monitored and controlled
• Need and techniques for communication among stakeholders
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Plan Stakeholders Management Inputs

Inputs
Stakeholder Register
The stakeholder register provides the information needed to plan
appropriate ways to engage project stakeholders.
Enterprise Environmental Factors
All enterprise environmental factors are used as inputs to this process,
because the management of stakeholders should be adapted to the project
environment. Of these, organizational culture, structure, and political
climate are of particular importance, because they help in determining the
best options to support a better adaptive process for managing
stakeholders.
Organizational Process Assets
All organizational process assets are used as inputs for the Plan
Stakeholder Management process. Of these, lessons learned database and
historical information are of particular importance, because they provide
insights on previous stakeholder management plans and their effectiveness.
These can be used to plan the stakeholder management activities for the
current project.
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Plan Stakeholders Management

Tools & Techniques
• Expert Judgement
• Meetings
• Analytical Techniques
The current engagement level of all stakeholders needs to be compared
to the planned engagement levels required for successful project
completion. Stakeholder engagement throughout the life cycle of the
project is critical to project success. C = Current
D = Desired
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Outputs
Stakeholder Management Plan
The stakeholder management plan is a component of the project management plan and
identifies the management strategies required to effectively engage stakeholders. The
stakeholder management plan can be formal or informal, highly detailed or broadly framed,
based on the needs of the project.
In addition to the data gathered in the stakeholder register, the stakeholder management
plan often provides:
• Desired and current engagement levels of key stakeholders;
• Scope and impact of change to stakeholders;
• Identified interrelationships and potential overlap between stakeholders;
• Stakeholder communication requirements for the current project phase;
• Information to be distributed to stakeholders, including language, format, content,
and level of detail;
• Reason for the distribution of that information and the expected impact to
stakeholder engagement;
• Time frame and frequency for the distribution of required information to
stakeholders; and
• Method for updating and refining the stakeholder management plan as the project
progresses and develops.
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Outputs
Project Document Updates

Project documents that may be updated include, but are not limited to:
• Project schedule
• Stakeholder Register
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Plan Stakeholders Management Q&A

Q2. Which of the following identifies the management
strategies required to effectively engage stakeholders?
A. Project management plan

B. Stakeholder Management Plan
C. Organizational Process Assets
D. Stakeholder register
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Plan Stakeholders Management Q&A

Q2. Which of the following identifies the management
strategies required to effectively engage stakeholders?

B. Stakeholder Management Plan
C. Organizational Process Assets
D. Stakeholder register
B. PMBOK 5th Edition Chapter 13, Section 13.2.3.1 p. 402
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Manage Stakeholder Engagement
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¿Quiénes son los Stakeholders?
Video – Lìder de Proyecto . Com

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It is about satisfying the needs of the stakeholders by managing
communications with them, resolving issues, engaging them on the
project, managing their expectations, improving project performance by
implementing requested changes and managing concerns in anticipation of
potential problems.

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Inputs
Stakeholders Management Plan

Provides guidance on how the various stakeholders can be best involved in
the project. The stakeholder management plan describes the methods and
technologies used for stakeholder communication.
Communications Management Plan

Provides guidance and information on managing stakeholder expectations.
Change Log
Documents all the changes made during the course of the project. Keep
stakeholders updated on changes and their impact on the project.
Organizational Process Assets

Process include, but are not limited to:
• Organizational communication requirements
• Issue management procedures
• Change control procedures and
• Historical information about previous projects.
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Tools and techniques
Communication Methods
The methods of communication identified for each stakeholder in the
communications management plan are utilized during stakeholder
engagement management. Based on the stakeholders’ communication
requirements, the project manager decides how, when, and which of these
communication methods are to be used in the project.
Interpersonal Skills
The project manager applies interpersonal skills to manage stakeholders’
expectations. For example:
• Building trust
• Resolving conflict
• Active listening and
• Overcoming resistance to change
” Keep in mind that face to face communications are the most effective
with stakeholders.”
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Management Skills
The project manager applies management skills to coordinate and
harmonize the group toward accomplishing the project objectives. For
example:
• 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
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Outputs
Issue Log
Acts more like an action item log where you record the actions needed to
resolve stakeholder concerns and project issues they raise. Issues should be
ranked according to their urgency and potential impact on the project.
Change Requests
Managing stakeholder engagement may result in a change request to the
product or the project. It may also include corrective or preventive actions to
the project itself or to the interaction with the impacted stakeholders, as
appropriate.
Project Management Plan Updates

This plan is updated when new or changed stakeholders requirements are
identified. It is also updated as a result of addressing concerns and resolving
issues. For example, it may be determined that a stakeholder has additional
information needs.
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Outputs
Project Document Updates
This is updated as information on stakeholders change, when new
stakeholders are identified, or if registered stakeholders are no longer
involved in or impacted by the project, or other updates for specific
stakeholders are required.
Organizational Process Assets Updates

• Stakeholders notifications
• Projects reports
• Project presentations
• Project records
• Feedback from stakeholders and lessons learned documentation.
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Manage Stakeholders Engagement Q&A

Q3. According to the PMBOK® Guide, this party is
responsible for managing stakeholder expectations?
A. Project manager, because actively managing stakeholder

expectations will reduce project risk and help unresolved issues
get resolved quickly
B. Project sponsor, because the overall success or failure of the
project rests on this individual
C. All stakeholders have the responsibility to make sure their
expectations are managed and they receive the proper
information at the right time
D. Project manager and the project team members together have
the responsibility because the project manager alone cannot
manage all the stakeholders on a large, complex project.
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Manage Stakeholders Engagement Q&A

Q3. According to the PMBOK® Guide, this party is
responsible for managing stakeholder expectations?
A. Project manager, because actively managing stakeholder

expectations will reduce project risk and help unresolved
issues get resolved quickly
B. Project sponsor, because the overall success or failure of the
project rests on this individual
C. All stakeholders have the responsibility to make sure their
expectations are managed and they receive the proper
information at the right time
D. Project manager and the project team members together have
the responsibility because the project manager alone cannot
manage all the stakeholders on a large, complex project.
A. The project manager alone is responsible for managing
stakeholders expectations.
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Control Stakeholder Engagement
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Un PM, un fantasma, un abusivo,
un prisionero y un microgerente
se encuentran en un bar…
como lidiar con stakeholders dificiles
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Control stakeholder engagement
Is the process of monitoring overall project stakeholder

relationships and adjusting strategies and plans for engaging
stakeholders
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Inputs
Project Management Plan

The project management plan is used to develop the stakeholder
management plan. The information used to Control Stakeholder
Engagement includes, but is not limited to:
• The life cycle selected for the project and the processes that will be
applied to each phase;
• How work will be executed to accomplish the project objectives;
• How human resources requirements will be met, how roles and

responsibilities, reporting relationships, and staffing management will
be addressed and structured for the project;
• A change management plan that documents how changes will be

monitored and controlled; and
• Needs and techniques for communication among stakeholders

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Inputs
Issue Log
The issue log is updated as new issues are identified and current issues are
resolved.
Work Performance Data

The work performance data are the primary observations and
measurements identified during activities being performed to carry out the
project work. Various measurements on project activities and deliverables
are collected during various controlling processes. Data are often viewed as
the lowest level of abstraction from which information is derived by other
processes.
Examples of work performance data include reported percentage of work

completed, technical performance measures, start and finish dates of
schedule activities, number of change requests, number of defects, actual
costs, actual durations etc.
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Inputs
Project Documents
Multiple project documents originating from initiation, planning, execution,
or control processes may be used as supporting inputs for controlling
stakeholder engagement. These include, but are not limited to:
• Project schedule,
• Stakeholder register,
• Issue log,
• Change log, and
• Project communications.
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Information Management Systems

An information management system provides a standard tool for the
project manager to capture, store, and distribute information to
stakeholders about the project cost, schedule progress, and performance.
It also allows the project manager to consolidate reports from several
systems and facilitate report distribution to the project stakeholders.
Examples of distribution formats may include table reporting, spreadsheet
analysis, and presentations. Graphical capabilities can be used to create
visual representations of project performance information.
Expert Judgement
Meetings
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Outputs
Work Performance Information

The work performance information is the performance data collected from
various controlling processes, analyzed in context, and integrated based
on relationships across areas. Thus work performance data have been
transformed into work performance information. Data per se are not used
in the decision-making process, because the meaning may be
misinterpreted. Information, however, is correlated and contextualized and
provides a sound foundation for project decisions.
Work performance information is circulated through communication

processes. Examples of performance information are status of
deliverables, implementation status for change requests, and forecasted
estimates to complete.
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Outputs
Work Performance Information
Analysis of project performance and interactions with stakeholders often
generates change requests. These change requests are processed through
the Perform Integrated Change Control process (Section 4.5) as follows:
• Recommended corrective actions include changes that bring the

expected future performance of the project in line with the project
management plan; and
• Recommended preventive actions can reduce the probability of
incurring future negative project performance.
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Outputs
Project Management Plan Updates
As stakeholders engage with the project the overall effectiveness of the
stakeholder management strategy can be evaluated. As needed changes in
approach or strategy are identified, affected sections of the project
management plan may need to be updated to reflect these changes. Elements
of the project management plan that may be updated include, but are not
limited to the:
• Change management plan

• Communications management plan
• Cost management plan
• Human resource management plan
• Procurement management plan
• Quality management plan
• Requirements management plan
• Risk management plan
• Schedule management plan
• Scope management plan
• Stakeholder management plan
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Outputs
Project Documents Updates
Project documents that may be updated include, but are not limited to:
• Stakeholder register. This is updated as information on

stakeholders change, when new stakeholders are identified, or if
registered stakeholders are no longer involved in or impacted by
the project, or other updates for specific stakeholders are required.
• Issue log. This is updated as new issues are identified and current
issues are resolved.
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Outputs
Organizational Process Assets Updates
The organizational process assets, which may be updated include, but are not
limited to:
• Stakeholder notifications. Information may be provided to stakeholders
about resolved issues, approved changes, and general project status.
• Project reports. Formal and informal project reports describe project status
and include lessons learned, issue logs, project closure reports, and outputs
from other Knowledge Areas.
• Project presentations. Information formally or informally provided by the
project team to any or all project stakeholders.
• Project records. Project records include correspondence, memos, meeting
minutes, and other documents describing the project.
• Feedback from stakeholders. Information received from stakeholders
concerning project operations can be distributed and used to modify or
improve future performance of the project.
• Lessons learned documentation. Documentation includes the root cause
analysis of issues faced, reasoning behind the corrective action chosen, and
other types of lessons learned about stakeholder management. Lessons
learned are documented and distributed so that they become part of the
historical database for both the project and the performing organization.
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Test Prep Qestions
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Exam spot
1. The implementation of which of the following processes decreases the risk of
project failure?
A. Manage stakeholder engagement

B. Control stakeholder engagement
C. Plan stakeholder management
D. Develop stakeholder engagement
http://www.preparepm.com/pmp/stakeholders.html
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Exam spot
1. The implementation of which of the following processes decreases the risk of
project failure?
A. Manage stakeholder engagement

B. Control stakeholder engagement
C. Plan stakeholder management
D. Develop stakeholder engagement
A - Manage stakeholder engagement decreases risk of project failure. PMBOK®

Guide, 5th edition, p. 406
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Exam Spot
2. The five levels of stakeholder engagement are...? ?
A. Oblivious, opposed, neutral, proactive, driving

B. Unaware, opposed, neutral, supportive, driving
C. Oblivious, resistant, neutral, supportive, leading
D. Unaware, resistant, neutral, supportive, leading
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Exam Spot
2. The five levels of stakeholder engagement are...? ?
A. Oblivious, opposed, neutral, proactive, driving

B. Unaware, opposed, neutral, supportive, driving
C. Oblivious, resistant, neutral, supportive, leading
D. Unaware, resistant, neutral, supportive, leading
D - The correct selection is: Unaware, Resistant, Neutral, Supporting, Leading.

PMBOK® Guide, 5th edition, p. 402
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Exam Spot
3.Plan stakeholder management is fundamentally concerned with all the following
except...?
A. Developing strategies to effectively engage stakeholders throughout the project

B. Development of the stakeholder register
C. Development of the stakeholder management plan
D. Identifying how the project will affect stakeholders
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Exam Spot
3.Plan stakeholder management is fundamentally concerned with all the following
except...?
A. Developing strategies to effectively engage stakeholders throughout the project

B. Development of the stakeholder register
C. Development of the stakeholder management plan
D. Identifying how the project will affect stakeholders
B - The stakeholder register is created in the Identify Stakeholders process. PMBOK®

Guide, 5th edition, p.398
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Exam Spot
4.You are engaged in gathering information from stakeholders regarding whose
interests should be taken into account throughout the project. This is called:
A. Identify stakeholders
B. Stakeholder analysis
C. Expert judgment
D. Plan stakeholder management
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Exam Spot
4.You are engaged in gathering information from stakeholders regarding whose
interests should be taken into account throughout the project. This is called:
A. Identify stakeholders
B. Stakeholder analysis
C. Expert judgment
D. Plan stakeholder management
B - This is called a stakeholder analysis. PMBOK® Guide, 5th edition, p. 395
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Exam Spot
5. Which of the following is not included in the Stakeholder Management Plan?
A. Project lifecycle
B. Communications requirements
C.Impact of scope changes to stakeholders
D. Stakeholder management strategy
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Exam Spot
5. Which of the following is not included in the Stakeholder Management Plan?
A. Project lifecycle
B. Communications requirements
C. Impact of scope changes to stakeholders
D. Stakeholder management strategy
A - The project lifecycle is selected and defined in the project management plan.
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Exam Spot
6. Most projects will have a number of stakeholders.
A. Resistant
B. Supportive
C. Diverse
D. Unknown
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Exam Spot
6. Most projects will have a number of stakeholders.
A. Resistant
B. Supportive
C. Diverse
D. Unknown
C - A diverse number of stakeholders. PMBOK® Guide, 5th edition, p. 394
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Exam Spot
7.Which of the following is not an input to the Control Stakeholder Engagement
process?

B. Issue log
C. Project documents
D. Work performance information
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Exam Spot
7.Which of the following is not an input to the Control Stakeholder Engagement
process?

B. Issue log
C. Project documents
D. Work performance information
D - Work performance information is an output of control stakeholder engagement.

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Exam Spot
8. The ability of stakeholders to influence the project is typically highest at the
stages.
A. Planning
B. Initial
C. Executing
D. Design
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Exam Spot
8. The ability of stakeholders to influence the project is typically highest at the
stages.
A. Planning
B. Initial
C. Executing
D. Design
B - the initial stages. PMBOK® Guide, 5th edition, p. 406
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Exam Spot
9. The three 'I's' of stakeholders are...?
A. Independence, influence and inquiry

B. Importance, inquiry and influence
C. Interest, influence and importance
D. Influence, inquiry and importance
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Exam Spot
9. The three 'I's' of stakeholders are...?
A. Independence, influence and inquiry

B. Importance, inquiry and influence
C. Interest, influence and importance
D. Influence, inquiry and importance
C - Interest, influence and importance.
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Exam Spot
10. A stakeholder is...?
A. Anyone who is involved in the project

B. Anyone positively or negatively impacted by the project
C. Anyone who can influence the direction of the project
D. Anyone who can impact/be impacted positively or negatively by the project
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Exam Spot
10. A stakeholder is...?
A. Anyone who is involved in the project

B. Anyone positively or negatively impacted by the project
C. Anyone who can influence the direction of the project
D. Anyone who can impact/be impacted positively or negatively by the project
D - Anyone who can impact/be impacted positively or negatively by the project.

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Exam Spot
11.Jim is managing a road network design project for a government agency. He is
currently carrying out the Plan Stakeholder Management process for the project.
Which of the following documents will provide the list of project stakeholders to Jim
for this process?
A. Organizational process assets

B. Stakeholder register
C. Enterprise environmental factors
D. Project management plan
http://www.pmpden.com/pmbok-5-exam-questions/
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Exam Spot
11.Jim is managing a road network design project for a government agency. He is
currently carrying out the Plan Stakeholder Management process for the project.
Which of the following documents will provide the list of project stakeholders to Jim
for this process?
A. Organizational process assets

C. Enterprise environmental factors
D. Project management plan
B. The stakeholder register, an output of the Identify Stakeholders process,

documents all of the identified project stakeholders and related information. The
stakeholder register (an input to the Plan Stakeholder Management process) will
provide the necessary information to Jim. [PMBOK 5th edition, Page 400]
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Exam Spot
12.Gordon is currently developing his project’s stakeholder management strategy. All
enterprise environmental factors should be considered during this process. Which of
the following enterprise environmental factors should be paid special attention
during this process?
A. Lessons learned from past similar projects

B. Project templates
C. Commercial databases
D. The organization's culture and structure
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Exam Spot
12.Gordon is currently developing his project’s stakeholder management strategy. All
enterprise environmental factors should be considered during this process. Which of
the following enterprise environmental factors should be paid special attention
during this process?
A. Lessons learned from past similar projects

B. Project templates
C. Commercial databases
D. The organization's culture and structure
The lessons learned and the project templates are not enterprise environmental
factors, these are organizational process assets. The commercial databases can
provide very limited information to develop the stakeholder management plan. During
the Plan Stakeholder Management process, the organization’s culture and structure
are of particular importance. [PMBOK 5th edition, Page 401]
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Exam Spot
13.Anthony is currently managing a bridge construction project. The project is in the
execution phase. During the planning phase of the project, Anthony developed a
comprehensive stakeholder management plan for the project. However, the frequency
of the plan review has not been defined. How often should the stakeholder
management plan be reviewed by Anthony?
A. On a monthly basis.
B. The stakeholder management plan cannot be reviewed during the execution of the
project.
C. On a weekly basis.
D. On a regular basis; frequency needs to be decided by Anthony.
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Exam Spot
13.Anthony is currently managing a bridge construction project. The project is in the
execution phase. During the planning phase of the project, Anthony developed a
comprehensive stakeholder management plan for the project. However, the frequency
of the plan review has not been defined. How often should the stakeholder
management plan be reviewed by Anthony?
A. On a monthly basis.
B. The stakeholder management plan cannot be reviewed during the execution of the
project.
C. On a weekly basis.
D. On a regular basis; frequency needs to be decided by Anthony.
d. As projects progress, project stakeholders, their interests, needs, expectations and

engagement levels may change. The stakeholder management plan should be
regularly reviewed by the project manager. The frequency of the review should be
decided by the project manager if that has not been imposed by the top management.
[PMBOK 5th edition, Page 400]
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Exam Spot
14.Daniel is the project manager for a factory construction project. Daniel has
recently joined this organization and is not fully aware of the organization’s culture
and structure. In order to manage his project stakeholders, Daniel has to understand
his project stakeholders better. Which of the following can provide Daniel some
historical information regarding stakeholder management on previous projects?
A. Enterprise environmental factors

B. Project management plan
C. Organizational process assets
D. Project charter
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Exam Spot
14.Daniel is the project manager for a factory construction project. Daniel has
recently joined this organization and is not fully aware of the organization’s culture
and structure. In order to manage his project stakeholders, Daniel has to understand
his project stakeholders better. Which of the following can provide Daniel some
historical information regarding stakeholder management on previous projects?
A. Enterprise environmental factors

B. Project management plan
C. Organizational process assets
D. Project charter
C. The project charter and the project management plan do not document lessons
learned from previous similar projects. Lessons learned are stored in the
organization’s process assets library. [PMBOK 5th edition, Page 401]
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Exam Spot
15.The Project Stakeholder Management knowledge area is focused on engaging
project stakeholders with the project. What is the objective of effectively keeping the
project stakeholders engaged with the project?
A. To demotivate the negative stakeholders.

B. To motivate the project team members.
C. Using consistent project management methodology across organizational projects.
D. To manage their expectations so that the project objectives are achieved.
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Exam Spot
15.The Project Stakeholder Management knowledge area is focused on engaging
project stakeholders with the project. What is the objective of effectively keeping the
project stakeholders engaged with the project?
A. To demotivate the negative stakeholders.

B. To motivate the project team members.
C. Using consistent project management methodology across organizational projects.
D. To manage their expectations so that the project objectives are achieved.
D. The core objective for stakeholder engagement management is to ensure that the
project stakeholders are kept satisfied and their expectations are being met
throughout the course of the project. Keeping the project team members motivated
and using a consistent project management methodology are generic objectives of
project management. [PMBOK 5th edition, Page 400]
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Exam Spot
16.Diana is managing the development of a mobile phone application. Half of the
project work has been completed. Diana is currently reviewing her stakeholder
management plan. She finds out that some of the resisting stakeholders have now
become supportive. How should Diana update her stakeholder management plan?
A. Transfer these stakeholders to the project supporters group, and for these
stakeholders, adopt the stakeholder management strategy defined for the project
supporters.
B. For these stakeholders, continue with the defined resisting stakeholder management
strategy as this strategy has produced positive results so far.
C. Do not update the stakeholder management plan at this stage as things are getting
better.
D. Transfer these stakeholders to the project supporters group but continue with the
defined resisting stakeholder management strategy with these stakeholders.
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Exam Spot
16.Diana is managing the development of a mobile phone application. Half of the project work has
been completed. Diana is currently reviewing her stakeholder management plan. She finds out that
some of the resisting stakeholders have now become supportive. How should Diana update her
stakeholder management plan?
A. Transfer these stakeholders to the project supporters group, and for these stakeholders,
adopt the stakeholder management strategy defined for the project supporters.
B. For these stakeholders, continue with the defined resisting stakeholder management strategy as this
strategy has produced positive results so far.
C. Do not update the stakeholder management plan at this stage as things are getting better.
D. Transfer these stakeholders to the project supporters group but continue with the defined resisting
stakeholder management strategy with these stakeholders.
A. The stakeholder management plan should be reviewed regularly. Since some of the resistant
project stakeholders have now become project supporters, this implies that the current
stakeholder classification in the stakeholder management plan is no longer accurate. These
stakeholders should now be transferred to the project supporters group, and going forward the
stakeholder management strategy defined for the project supporters should be adopted for these
stakeholders. Although the stakeholder management strategy for the resisting stakeholders has
delivered great results, it should only be applied to the current project resistant stakeholders.
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Exam Spot
17.Jennifer has recently been asked to manage an office refurbishment project. She
finds out that the chief financial officer of the company is resisting the project. The
chief financial officer is a key project stakeholder. What must Jennifer do first?
A. Analyze options that might change or influence the chief financial officer's perception.
B. Conduct a team meeting to discuss this issue
C. Seek support from the project sponsor to force project decisions.
D. Seek expert judgment from the project initiator.
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Exam Spot
17.Jennifer has recently been asked to manage an office refurbishment project. She
finds out that the chief financial officer of the company is resisting the project. The
chief financial officer is a key project stakeholder. What must Jennifer do first?
A. Analyze options that might change or influence the chief financial officer's
perception.
B. Conduct a team meeting to discuss this issue
C. Seek support from the project sponsor to force project decisions.
D. Seek expert judgment from the project initiator.
A. In this scenario, the chief financial officer is a resistant key stakeholder. The chief
financial officer must be turned into a project supporter in order to ensure success.
Any of the given choices can be the solution to this problem. However, Jennifer
should first identify all the available options and analyze them before selecting the
best option. [PMBOK 5th edition, Page 402]
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Exam Spot
18.Greg’s project is in the initiating stage. The sponsor of the project has asked Greg
to present a list of the identified project stakeholders in the next project update
meeting. He has also asked Greg to present the project stakeholders current and
desired engagement levels so that they can brainstorm on the stakeholder
management strategy. Which of the following is a presentation tool that can help
Greg summarize all of this information in a tabular format?
A. Stakeholders engagement assessment matrix

C. Stakeholder management plan
D. Communications management plan
90
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Exam Spot
18.Greg’s project is in the initiating stage. The sponsor of the project has asked Greg
to present a list of the identified project stakeholders in the next project update
meeting. He has also asked Greg to present the project stakeholders current and
desired engagement levels so that they can brainstorm on the stakeholder
management strategy. Which of the following is a presentation tool that can help
Greg summarize all of this information in a tabular format?
A. Stakeholders engagement assessment matrix

C. Stakeholder management plan
D. Communications management plan
A. Both the communications and stakeholder management plans are detailed textual
documents. They are not presentation tools. On the other hand, both the stakeholder
register and the stakeholders engagement assessment matrix contain the required
information. However, the stakeholders engagement assessment is the best tool to be
selected in this situation as it only presents the information required by the project
sponsor in a tabular format. [PMBOK 5th edition, Page 402]
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Exam Spot
19.Christine is managing a healthcare software development project. At a PMI
conference, she met George who is the project manager at a competitor organization.
George is a PMP and has successfully delivered many successful healthcare related
software development projects. If George shares his stakeholder management
experience with Christine, will that be considered Expert Judgment?
A. Yes! George is an expert in managing such projects.

B. Yes! All participants at a PMI conference are experts.
C. No! George is a project manager at a competitor organization.
D. No! This would be an example of expert opinion and not expert judgment.
92
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Exam Spot
19.Christine is managing a healthcare software development project. At a PMI
conference, she met George who is the project manager at a competitor organization.
George is a PMP and has successfully delivered many successful healthcare related
software development projects. If George shares his stakeholder management
experience with Christine, will that be considered Expert Judgment?
A. Yes! George is an expert in managing such projects.

B. Yes! All participants at a PMI conference are experts.
C. No! George is a project manager at a competitor organization.
D. No! This would be an example of expert opinion and not expert judgment.
A. George is giving an expert opinion; this is analogous to expert judgment. A PMP

certified project manager from a competitor would not normally give false
information. This can be considered an expert judgment since George has
successfully delivered many similar projects. [PMBOK 5th edition, Page 401]
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Exam Spot
20.Sandra is managing a new supersonic aircraft design project. This is a huge
project and the success of this project is very critical for her organization. For such
mission-critical projects, which of the following is the most desirable engagement
level for all major project stakeholders?
A. Supportive stakeholders
B. Resistant stakeholders
C. Leading stakeholders
D. Neutral stakeholders
94
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Exam Spot
20.Sandra is managing a new supersonic aircraft design project. This is a huge
project and the success of this project is very critical for her organization. For such
mission-critical projects, which of the following is the most desirable engagement
level for all major project stakeholders?
A. Supportive stakeholders
B. Resistant stakeholders
C. Leading stakeholders
D. Neutral stakeholders
A. It would be an ideal situation for any project if all of the major stakeholders are
supportive of the project. This will ensure smooth project progress and timely
resolution of issues. In the real world this might not be achievable; nevertheless, it is
the most desirable state for all major stakeholders. On the other hand, if all major
stakeholders assume a leading role, this will lead to major and serious conflicts.
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Assignments
• Continue studying and Happy Learning!!!
• Review the diagrams PMBOK 5.0
• Project Management Process Groups Diagram P.80 ó 421
• Project Management Processes P.88 ó 423
• Next class be prepared for answering a PMP practice exam!!!
92

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Project Stakeholders Management

Table 2.10: Project Stakeholders Management.

Fig. 13.3 Project Stakeholders Management

Process Groups & K. Areas

PMBOK® Fifth Edition

Project Stakeholder Management

PMBOK® Guide Fifth Edition

PMBOK® Guide Fifth Edition

This can be difficult and Key Stakeholders will

• Stakeholders can be internal o external to the org.

Understanding Stakeholders Roles

Once the assessment is complete, you should devise a plan

Stakeholders’ Power and Influence

Identify Stakeholders Q&A

A. Determining the level of stakeholder participation on the project

Identify Stakeholders Q&A

A. Determining the level of stakeholder participation on the

Plan Stakeholder Management

Plan Stakeholder Management

Plan Stakeholder Management

PMBOK® Guide Fifth Edition

Plan Stakeholders Management Inputs

Project Management Plan

Plan Stakeholders Management Inputs

Plan Stakeholders Management

Plan Stakeholders Management

Plan Stakeholders Management

Project Document Updates

Plan Stakeholders Management Q&A

A. Project management plan

Plan Stakeholders Management Q&A

A. Project management plan

B. PMBOK 5th Edition Chapter 13, Section 13.2.3.1 p. 402

Manage Stakeholder Engagement

Video – Lìder de Proyecto . Com

Manage Stakeholder Engagement

Manage Stakeholder Engagement

PMBOK® Guide Fifth Edition

Manage Stakeholder Engagement

Stakeholders Management Plan

Communications Management Plan

Organizational Process Assets

Manage Stakeholder Engagement

Manage Stakeholder Engagement

Manage Stakeholder Engagement

Project Management Plan Updates

Manage Stakeholder Engagement

Organizational Process Assets Updates

Manage Stakeholders Engagement Q&A

A. Project manager, because actively managing stakeholder

Manage Stakeholders Engagement Q&A

A. Project manager, because actively managing stakeholder

Control Stakeholder Engagement

Control Stakeholder Engagement

Control stakeholder engagement

Is the process of monitoring overall project stakeholder

PMBOK® Guide Fifth Edition

Control Stakeholder Engagement

Project Management Plan

• How work will be executed to accomplish the project objectives;

• How human resources requirements will be met, how roles and

• A change management plan that documents how changes will be