Chapter 4 – Project Integration Management

Includes the processes and activities to identify, define, combine, unify, and
coordinate the various processes and project management activities within the
Project Management Process Groups.
Project Integration Management incl making choices about
o Resource allocation
o Balancing competing demands
o Examining any alternative approaches
o Tailoring the processes to meet the project objectives
o Managing the interdependencies among the Project Management
Knowledge Areas
Key Concepts
o Accountability of Integration Mgmt cannot be delegated or transferred
o PM is ultimately responsible for the project as a whole
o Projects and Project Mgmt are integrative by nature
o For e.g. a cost est needed for a contingency plan involves integrating the
processes in the Project Cost, Sch and Risk Mgmt KAs
o When additional risks associated with various staffing alternatives are
identified, then one or more of those processes may be revisited
o Project Integration Management is about:
o Ensuring that the Delv due dates of the product, service, or result
project life cycle and the benefits mgmt plan are aligned
o Providing a PM plan to achieve the Project Obj
o Ensuring the creation and the use of the appr knowledge to and
from the project as necessary
o Managing the perf and chg of the act in the PMPlan
o Making integrated decisions regarding key changes impacting the
project
o Measuring and mon the project’s progress and taking app action
to meet project obj
o Coll data on the results achieved, analyzing the data to obtain
infomn, and communicating this infomn to relevant stks
o Completing all the work of the project and formally closing each
phase, contract, and the project as a whole
 o Managing phase transitions when necessary
Trends and Emerging Practices
o Use of automated and visual mgmt tools
o Project Knowledge
o Expanding the PM’s responsibilities
o Hybrid methodologies

Tailoring Considerations includes

o Project life cycle
o Development life cycle – Predictive or Adaptive? If adaptive, should the
product be developed incrementally or iteratively? Is a hybrid approach
best?
o Management approaches - are most effective based on the
organizational culture and the complexity of the project?
o Knowledge management – collaborative working environment?
o Change
o Governance
o Lessons learned
o Benefits

Considerations for Adaptive/Agile environments

o Iterative and agile approaches promote the eng of team members as
local domain experts
o The PM’s focus is on building a collaborative decision-making env and
ensuring the team has the ability to respond to chgs
o This collaborative approach can be further enhanced when team
members possess a broad skill base rather than a narrow specialization
Chapter 5 – Project Scope Management
Includes the processes required to ensure that the project includes all the work
required, and only the work required, to complete the project successfully.
Managing the project scope is primarily concerned with defining and
controlling what is and is not included in the project
Key Concepts
Product scope - The features and functions that characterize a product,
service, or result.
Project scope - The work performed to deliver a product, service, or result with
the specified features and functions. The term “project scope” is sometimes
viewed as including product scope
Predictive Adaptive/Agile
Project deliverables are defined at the Deliverables are developed over
beginning of the project multiple iterations where a detailed
scope is defined and approved for
each iteration when it begins
Any changes to the scope are Projects are intended to respond to
progressively managed high levels of change and require
ongoing stakeholder engagement
These processes are performed Overall scope will be decomposed into
toward the beginning of the project a set of requirements and work to be
and updated as necessary, using the performed, sometimes referred to as
integrated change control process. a product backlog
At the beginning of an iteration, the
team will work to determine how
many of the highest-priority items on
the backlog list can be delivered
within the next iteration
Three processes (Collect
Requirements, Define Scope, and
Create WBS) are repeated for each
iteration.
Validate Scope occurs with each The sponsor and customer
deliverable or phase review and representatives should be
Control Scope is an ongoing process. continuously engaged with the
project to provide feedback on
deliverables as they are created and
to ensure that the product backlog
reflects their current needs
Two processes (Validate Scope and
Control Scope) are repeated for each
iteration
The scope baseline for the project is Projects with adaptive life cycles use
the approved version of the PSS, WBS, backlogs (including product
and WBS dictionary requirements and user stories) to
A baseline can be changed only reflect their current needs
through PICC process and is used as a
basis for comparison while performing
Va Scope and Control Scope processes
as well as other controlling processes

o Completion of the project scope is measured against the PMPlan, while

Completion of the product scope is measured against the Product Reqs
o Val Scope is the process of formalizing acceptance of the completed
project Deliverables
o Ver Delvs obtained from the CQ are an input to the Val Scope
o One of the o/p of Val Scope is accepted deliverables that are formally
signed off and approved by the authorized stakeholder
o Therefore, Stk needs to get involved early on during planning
(sometimes initiating as well) and to provide inputs about quality of
Delvs so that CQ can assess the perf and recommend necessary chgs

Trends and Emerging Practices

Eliciting, documenting, and managing stakeholder requirements takes place
within the Project Scope Management processes. Focus on collaborating with
Business Analysts includes -
o Determine problems and identify business needs
o Identify and recommend viable solutions for meeting those needs
o Elicit, document, and manage stakeholder requirements in order to
meet business and project objectives
o Facilitate the successful implementation of the product, service, or end
result of the program or project

Tailoring Considerations includes

o Knowledge and requirements management
o Validation and control
o Development approach
o Stability of requirements
o Governance

Considerations for Adaptive/Agile environments

o High risk, or significant uncertainty, the scope is often not understood at
the beginning of the project or it evolves during the project
o Agile methods deliberately spend less time trying to define and agree on
scope in the early stage of the project and spend more time establishing
the process for its ongoing discovery and refinement
o Agile methods purposefully build and review prototypes and release
versions in order to refine the requirements
o Requirements constitutes the backlog
Chapter 6 – Project Schedule Management
Project Schedule Management includes the processes required to manage the
timely completion of the project.
Key Concepts
o Project scheduling provides a detailed plan that represents how and
when the project will deliver the products, services, and results defined
in the project scope and serves as a tool for communication, managing
stakeholders’ expectations, and as a basis for performance reporting
o The project management team selects a scheduling method, such as
critical path or an agile approach
o Then, the project-specific data, such as the activities, planned dates,
durations, resources, dependencies, and constraints, are entered into a
scheduling tool to create a schedule model for the project, result is a
project schedule

Trends and Emerging Practices includes

Iterative scheduling with a backlog
o Form of rolling wave planning based on adaptive life cycles
o Requirements are documented in user stories that are then prioritized
and refined just prior to construction, and the product features are
developed using time-boxed periods of work
o The benefit of this approach is that it welcomes changes throughout the
development life cycle

On-demand scheduling
o Typically used in a Kanban system
o Based on the theory-of constraints and pull-based scheduling concepts
from lean manufacturing to limit a team’s work in progress in order to
balance demand against the team’s delivery throughput
o On-demand scheduling does not rely on a schedule that was developed
previously, rather pulls work from a backlog or intermediate queue of
work to be done immediately as resources become available
 o Often used for projects that evolve the product incrementally in
operational or sustainment environments, and where tasks may be
made relatively similar in size and scope or can be bundled by size and
scope

Tailoring Considerations includes

o Life cycle approach
o Resource availability
o Project dimensions
o Technology support

Considerations for Adaptive/Agile environment

o Adaptive approaches use short cycles to undertake work, review the
results, and adapt as necessary
o Provides rapid feedbacks on the approaches and deliverables
o The organization may need to combine practices from several core
methods (predictive, adaptive or hybrid) Or adopt a method that has
already done so, and adopt a few principles and practices of more
traditional techniques
o To be successful. the project manager will need to be familiar with the
tools and techniques to understand how to apply them effectively
Chapter 7 – Project Cost Management
Processes involved in planning, estimating, budgeting, financing, funding,
managing, and controlling costs so that the project can be completed within
the approved budget
Key Concepts
o Project Cost Management should consider the effect of project decisions
on the subsequent recurring cost of using, maintaining, and supporting
the product, service, or result of the project
o For e.g. limiting the number of design reviews can reduce the cost
of the project but could increase the resulting product’s operating
costs
o Different stakeholders measure project costs in different ways and at
different times
o For e.g. the cost of an acquired item may be measured when the
acquisition decision is made or committed, the order is placed, the
item is delivered, or the actual cost is incurred or recorded for
project accounting purposes

Trends and Emerging Practices includes

Expansion of earned value management (EVM) to include the concept of
earned schedule (ES)
o ES is an extension to the theory and practice of EVM
o ES theory replaces the SV measures used in traditional EVM (EV − PV)
with ES and actual time (AT)
o Using the alternate equation for calculating schedule variance ES − AT, if
the amount of ES is greater than 0, then the project is considered ahead
of schedule
o The (SPI) using earned schedule metrics is ES/AT. This indicates the
efficiency with which work is being accomplished
o Earned schedule theory also provides formulas for forecasting the
project completion date, using earned schedule, actual time, and
estimated duration
Tailoring Considerations includes
o Knowledge management
o Estimating and budgeting
o Earned value management
o Use of agile approach
o Governance

Considerations for Adaptive/Agile environment

o Projects with high degrees of uncertainty or those where the scope is
not yet fully defined may not benefit from detailed cost calculations due
to frequent changes
o Instead, lightweight estimation methods can be used to generate a fast,
high-level forecast of project labor costs, which can then be easily
adjusted as changes arise
o Detailed estimates are reserved for short-term planning horizons in a
just-in-time fashion
Chapter 8 – Project Quality Management
Key Concepts
Processes for incorporating the organization’s quality policy regarding
planning, managing, and controlling project and product quality requirements
in order to meet stakeholders’ objectives
Project Quality Management also supports continuous process improvement
activities as undertaken on behalf of the performing organization
Quality and Grade are not the same concepts
Quality as a delivered performance or result is “the degree to which a set of
inherent characteristics fulfill requirements”
Grade as a design intent is a category assigned to deliverables having the same
functional use but different technical characteristics.
For example:
o It may not be a problem if a suitable low-grade product is of high quality
o It may be problem if a high-grade product is of low quality
Prevention is preferred over Inspection
o It is better to design quality into deliverables, rather than to find quality
issues during inspection
o The cost of preventing mistakes is generally much less than the cost of
correcting mistakes when they are found by inspection or during usage

Prevention keeping errors out of the process

Inspection keeping errors out of the hands of the customer

Attribute sampling - result either conforms or does not conform

Variable sampling - result is rated on a continuous scale that measures the
degree of conformity

Tolerances - specified range of acceptable results

Control limits - that identify the boundaries of common variation in a
statistically stable process or process performance
The cost of quality (COQ) includes all costs incurred over the life of the product
by investment in preventing nonconformance to requirements, appraising the
product or service for conformance to requirements, and failing to meet
requirements (rework).
Failure costs are often categorized into internal (found by the project team)
and external (found by the customer)

Failure costs are also called the cost of poor quality.

5 Levels of increasingly effective Quality Management:
1. Most expensive approach is to let customer finds the defects. This
approach can lead to warranty issues, recalls, loss of reputation, and
rework costs
2. Detect and correct the defects before the deliverables are sent to the
customer as the part of the quality control process
3. Use Quality Assurance to examine and correct the process itself and not
just special defects
4. Incorporate quality into planning designing of the project and product
5. Create a culture throughout the org that is aware and committed to
quality in processes and products

Trends and Emerging Practices includes:

o Customer Satisfaction – This requires a combination of conformance to
requirements (project produces what is was created to produce) and
Fitness for use (product or service needs to satisfy the real needs)
o Continual Improvement – Plan-do-check-act defined by Shewart-Deming
and Quality improvement initiatives such as TQM, Six Sigma, Lean Six
Sigma
o Management Responsibility
o Mutually beneficial partnership with suppliers

Tailoring Considerations
o Policy compliance and auditing
o Standards and regulatory compliance
 o Continuous improvement
o Stakeholder engagement
Considerations for Agile/Adaptive environments
o Recurring retrospectives regularly check on the effectiveness of the
quality processes. They look for the root cause of issues then suggest
trials of new approaches to improve quality
o In order to facilitate frequent, incremental delivery, agile methods focus
on small batches of work, incorporating as many elements of project
deliverables as possible
Chapter 9 – Project Resource Management
Includes processes to identify, acquire, and manage the resources needed for
the successful completion of the project
These processes help ensure that the right resources will be available to the
project manager and project team at the right time and place
Key concepts
The PM should be aware of different aspects that influence the team, such as:
o Team environment
o Geographical locations of team members
o Communications among stakeholders
o Organizational change management
o Internal and external politics
o Cultural issues and organizational uniqueness
o Other factors that may alter project performance

Physical resource management is concentrated in allocating and using the

physical resources (material, equipment, and supplies, for example) needed for
successful completion of the project in an efficient and effective way.
Failing to manage and control resources efficiently is a source of risk for
successful project completion.
For example:
o Failing to secure critical equipment or infrastructure on time may result
in delays in the manufacturing of the final product
o Ordering low-quality material may damage the quality of the product
causing a high rate of recalls or rework, and
o Keeping too much inventory may result in high operations costs and
reduce the organization’s profit
Trends and Emerging Practices
o Resource Management Methods - There is extensive literature about
lean management, justin-time (JIT) manufacturing, Kaizen, total
productive maintenance (TPM), theory of constraints (TOC), and other
methods
o Emotional Intelligence (EI) – PM should invest in EI by improving:
inbound (self-management and self-awareness) and outbound
(relationship management) competencies
o Self-organizing teams - The increase in using agile approaches mainly for
the execution of IT projects has given rise to the self-organizing team,
where the team functions with an absence of centralized control
o Virtual/Distributed teams - The availability of communication technology
such as email, audio conferencing, social media, web-based meetings,
and video conferencing has made virtual teams feasible.

The challenges of managing virtual teams are mainly in the communication

domain, includes:

 Possible feeling of isolation

 Gaps in sharing knowledge
 Experience between team members
 Difficulties in tracking progress and productivity
 Possible time zone difference and cultural differences

Tailoring Considerations includes:

o Diversity
o Physical location
o Industry-specific resources
o Acquisition of team members
o Management of team
o Life-cycle approaches
Considerations for Agile/Adaptive environments
o Collaboration is intended to boost productivity and facilitate innovative
problem solving.
o Collaborative teams may facilitate accelerated integration of distinct
work activities, improve communication, increase knowledge sharing,
and provide flexibility of work assignments in addition to other
advantages
o Planning for physical and human resources is much less predictable in
projects with high variability. In these environments, agreements for fast
supply and lean methods are critical to controlling costs and achieving
the schedule
Chapter 10 – Project Communications Management
Includes the processes necessary to ensure that the information needs of the
project and its stakeholders are met through development of artifacts and
implementation of activities designed to achieve effective information
exchange
Project Communications Management consists of two parts.
1. Developing a strategy to ensure communication is effective for stakeholders
2. Carrying out the activities necessary to implement the communication
strategy
Key concepts - The mechanisms by which information is exchanged can be in:
o Written – physical or electronic
o Spoken – face-to-face or remote
o Formal or Informal – formal papers or social media
o Gestures – voice and facial expressions
o Media – pictures, actions, or just choice of words
o Choice of words – more than one word to express an idea
Project managers spend most of their time communicating with team
members and other project stakeholders, both internal (at all organizational
levels) and external to the organization (90%)
Communication activities have many dimensions, including:
o Internal
o External
o Formal
o Informal
o Hierarchical focus
o Upward – Senior management onwards
o Downward – Team and others who work
o Horizontal – Peers
o Official
o Unofficial
 o Written and Oral
o Verbal – words and voice & Nonverbal – body language & actions

In the context of successfully managing project relationships with stakeholders,

communication includes developing strategies and plans for suitable
communications artifacts and activities with the stakeholder community and
the application of skills to enhance the effectiveness of the planned and other
ad hoc communications
Project communications are the products of the planning process, addressed
by the communications management plan that defines the collection, creation,
dissemination, storage, retrieval, management, tracking, and disposition of
these communications artifacts
Finally, the communication strategy and communications management plan
will form the foundation to monitor the effect of the communication.
The project’s communications are supported by efforts to prevent
misunderstandings and miscommunication and by careful selection of the
methods, messengers, and messages developed from the planning process.

Misunderstandings can be reduced but not eliminated through

5Cs of written communications in composing a traditional (non-social media)
written or spoken message:
o Correct grammar and spelling
o Concise and well crafted
o Clear and purposeful
o Coherent and logical
o Controlling flow of words and ideas

5Cs of written communications supported by communications skills such as:

o Listening actively
o Awareness of cultural and personal differences
o Identifying, setting, and managing stakeholder expectations
o Enhancement of skills
o Persuading
o Motivating
o Coaching
o Negotiating
o Resolving conflict

Trends and Emerging Practices

o Inclusion of stakeholders in project reviews
o Inclusion of stakeholders in project meetings
o Increased use of social computing
 o Multifaceted approaches to communication

Tailoring Considerations includes:

o Stakeholders
o Physical location
o Communications technology
o Language
o Knowledge management

Considerations for Agile/Adaptive environment

o Streamlining team member access to information
o Frequent team checkpoints
o Colocating team members
Chapter 11 – Project Risk Management
Includes the processes of conducting risk management planning, identification,
analysis, response planning, response implementation, and monitoring risk on
a project
The objectives of project risk management are to increase the probability
and/or impact of positive risks and to decrease the probability and/or impact
of negative risks, in order to optimize the chances of project success
Key concepts
Organizations should choose to take project risk in a controlled and intentional
manner in order to create value while balancing risk and reward
Consequently, the effectiveness of Project Risk Management is directly related
to project success
Risks exists at two levels in every project
o Individual project risk – uncertain event or condition, if occurs, has a +ve
or -ve effect on one or more project objectives
o Overall project risk – effect of uncertainty on the project as a whole,
arising from all sources of uncertainty incl individual risks
Unmanaged threats may result in issues or problems such as delay, cost
overruns, performance shortfall, or loss of reputation
Opportunities that are captured can lead to benefits such as reduced time and
cost, improved performance, or reputation
o Risk Management processes should be conducted iteratively
o Risk is initially addressed during project planning by shaping the project
strategy
o Risk should also be monitored and managed as the project progresses to
ensure that the project stays on track and emergent risks are addressed
o Risk thresholds express the degree of acceptable variation around a
project objective
o They are explicitly stated and communicated to the project team and
reflected in the definitions of risk impact levels for the project
Trends and Emerging Practices
Examples of Event-based risks include:
o A key seller may go out of business during the project, the customer may
change the requirement after design is complete Or
o A subcontractor may propose enhancements to the standard operating
processes

Non-event risks – two main types

Variability risks
Uncertainty exists about some key characteristics of a planned event or activity
or decision. Examples:
o Productivity may be above or below target
o No. of errors found during testing may be higher or lower than expected
o Unseasonal weather conditions may occur during the construction phase

Ambiguity risks
Uncertainty exists about what might happen in the future. Examples:
o Elements of the requirement or technical solution
o Future developments in regulatory frameworks
o Inherent systemic complexity in the project

 Variability risks can be addressed using Monte Carlo analysis

 Ambiguity is also addressed through incremental development,
prototype or simulation
Project resilience
o The existence of emergent risk is becoming clear, with a growing
awareness of so-called unknowable-unknowns
o These are risks that can only be recognized after they have occurred
o Emergent risks can be tackled through developing project resilience
This requires each project to have:
o Right level of budget and schedule contingency
o Flexible project processes
o Empowered project team
o Frequent review of early warning signs
o Clear input from stakeholders to clarify areas where the project scope or
strategy can be adjusted

Integrated risk management

A coordinated approach to enterprise-wide risk management ensures
alignment and coherence in the way risk is managed across all levels

Tailoring considerations
o Project size – budget, duration, scope or team size
o Project complexity – high levels of innovation, new tech, commercial
arrangements, interfaces, ext dependencies that incr complexity
o Project importance – levels or risk incr, breakthroughs opportunities etc.
o Development approach – waterfall or agile

Considerations for Agile/Adaptive env

o High-variability environments, by definition, incur more uncertainty and
risk
o Risk is considered when selecting the content of each iteration, and risks
will also be identified, analyzed, and managed during each iteration
 o The requirements are kept as a living document that is updated regularly
o Work may be reprioritized as the project progresses, based on an
improved understanding of current risk exposure
Chapter 12 – Procurement Management
Includes the processes necessary to purchase or acquire products, services, or
results needed from outside the project team
Includes the management and control processes required to develop and
administer agreements such as contracts, purchase orders, memoranda of
agreements (MOAs), or internal service level agreements (SLAs)

Key Concepts
o Significant legal obligations and penalties tied to the procurement
process
o PM doesn't have to be trained expert in procurement laws and
regulations but familiar enough with procurement process regarding
contracts and contractual relationships
o PM is not authorized to sign legal agreements binding the org
o Procurement process involves buyer and seller
o The contracting approach and the contract itself should reflect the
simplicity or complexity of the deliverables or required effort and should
be written in a manner that complies with local, national, and
international laws regarding contracts
o A contract should clearly state the deliverables and results expected,
including any knowledge transfer from the seller to the buyer
o Anything not in the contract cannot be legally enforced
o When working internationally, project managers should keep in mind
the effect that culture and local law have upon contracts and their
enforceability
o A purchasing contract includes terms and conditions and may
incorporate other buyer specifics as to what the seller is to perform or
provide
o Depending on the application area, an agreement can be a contract, an
SLA, an understanding, an MOA, or a purchase order
 o Although all project documents may be subject to some form of review
and approval, the legally binding nature of a contract means it will be
subjected to a more extensive approval process, often involving the legal
department
o The buyer-seller relationship may exist at many levels on any one
project, and between organizations internal to and external to the
acquiring organization
o Seller may be identified as a contractor, vendor, service provider, or
supplier
o The buyer may be the owner of the final product, a subcontractor, the
acquiring organization, a service requestor, or the purchaser
o The seller can be viewed during the contract life cycle first as a bidder,
then as the selected source, and then as the contracted supplier or
vendor

The winning bidder may manage the work as a project. In such cases:
o Buyer becomes the customer to subcontractors, suppliers, and service
providers and is therefore a key project stakeholder from the seller’s
perspective
o The seller’s project management team may be concerned with all the
processes involved in performing the work or providing the services
o Terms and conditions of the contract and the procurement statement of
work (SOW) become key inputs to many of the seller’s management
processes
o The contract can actually contain the inputs (e.g., major deliverables, key
milestones, cost objectives) or it can limit the project team’s options (for
example, buyer approval of staffing decisions is often required on IT
integration projects)
o Procurement SOW may have other names, such as the technical
statement of work
o Seller itself may become a buyer of lower-tiered products, services, and
materials from subcontractors and suppliers
  For smaller organizations or startup companies and those without a
purchasing, contracting, or procurement department, the project
manager may assume the purchasing authority role to negotiate and
sign contracts directly (decentralized purchasing)
 For more mature organizations, the actual procurement and contracting
functions will be carried out by a separate department with the specific
role to purchase, negotiate, and sign contracts (centralized purchasing)
 In international contracting, the legal jurisdictions under which the
contracts will be administered are clearly spelled out in the contract. In
most cases, the seller is an external contractor who is bound by a formal
contractual relationship

Trends and Emerging Practices includes:

o Advances in tools
o In the construction/engineering/infrastructure field, the
increasing use of the building information model (BIM) in software
tools has been shown
o More advanced risk management
o No contractor is capable of managing all the possible major risks
on a project
o Buyer will be required to accept the risks that the contractors do
not have control over, such as changing corporate policies in the
buying organization, changing regulatory requirements, and other
risks from outside the project
o Changing contracting processes
o Logistics and supply chain management
o In the IT field, a long-lead item may require ordering 2 to 3
months in advance
o In complex construction projects, long-lead items may require
ordering 1 to 2 years in advance or longer
o Technology and stakeholder relations
 o A trend in infrastructure and commercial construction projects is
the use of technology including web cameras (webcams) to
improve stakeholder communications and relations
o Trial engagements

Tailoring considerations
o Complexity of procurement
o Physical location
o Governance and regulatory environment
o Availability of contractors

Considerations for Agile/Adaptive environments

o Collaborative working relationship can lead to a shared risk procurement
model where both the buyer and the seller share in the risk and rewards
associated with a project
o Larger projects may use an adaptive approach for some deliverables and
a more stable approach for other parts
o In these cases, a governing agreement such as a master services
agreement (MSA) may be used for the overall engagement, with the
adaptive work being placed in an appendix or supplement
Chapter 13 – Project Stakeholder Management
Includes the processes reqd to identify the people, groups, or org 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 stks in project decisions and execution
The processes support the work of the project team
o To analyze stakeholder expectations
o Assess the degree to which they impact or are impacted by the project
o Develop strategies to effectively engage stakeholders in support of
project decisions and the planning and execution of the work of the
project
Key Concepts
o Every project has stakeholders who are impacted by or can impact the
project in a positive or negative way
o Some stakeholders may have a limited ability to influence the project’s
work or outcomes; others may have significant influence on the project
and its expected outcomes
o Academic research and analyses of high-profile project disasters
highlight the importance of a structured approach to the identification,
prioritization, and engagement of all stakeholders
o The ability of the project manager and team to correctly identify and
engage all stakeholders in an appropriate way can mean the difference
between project success and failure.
o To increase the chances of success, the process of stakeholder
identification and engagement should commence as soon as possible
after the project charter has been approved, the project manager has
been assigned and the team begins to form
o The key to effective stakeholder engagement is a focus on continuous
communication with all stakeholders, including team members, to
 understand their needs and expectations, address issues as they occur,
manage conflicting interests, and foster appropriate stakeholder
engagement in project decisions and activities

Although the processes in Project Stakeholder Management are described only

once, the activities of identification, prioritization, and engagement should be
reviewed and updated routinely, and at least at the following times when:

o The project moves through different phases in its life cycle,

o Current stakeholders are no longer involved in the work of the project or

new stakeholders become members of the project’s stakeholder
community, or

o There are significant changes in the organization or the wider

stakeholder community.

Trends and Emerging Practices

o Identifying all stakeholders
o Ensuring that all team members are involved in stakeholder engagement
activities
o Reviewing the stakeholder community regularly, often in parallel with
reviews of individual project risks
o Consulting with stakeholders who are most affected by the work or
outcomes of the project through the concept of co-creation
o Capturing the value of effective stakeholder engagement, both positive
and negative

Tailoring Considerations includes

o Stakeholder diversity
o Complexity of Stakeholder relationships
o Communication technology
Consideration for Agile/Adaptive environments

o To facilitate timely, productive discussion and decision making, adaptive

teams engage with stakeholders directly rather than going through
layers of management

o Often the client, user, and developer exchange information in a dynamic

co-creative process that leads to more stakeholder involvement and
higher satisfaction

o Regular interactions with the stakeholder community throughout the

project mitigate risk, build trust, and support adjustments earlier in the
project cycle, thus reducing costs and increasing the likelihood of
success for the project

o In order to accelerate the sharing of information within and across the

organization, agile methods promote aggressive transparency

o The intent of inviting any stakeholders to project meetings and reviews

or posting project artifacts in public spaces is to surface as quickly as
possible any misalignment, dependency, or other issue related to the
changing project