MASTER DE INGENIERÍA DE

ORGANIZACION

Course 2024-25
 Project Stakeholders
Management

Isabel Ortiz Marcos, PMP

U.D. Proyectos. ETSII-UPM

Project Management PMP. Course 24-25

Process Group and
Knowledge Areas

PMBOK® Guide –
Sixth Edition, Table
1-4, p.25
 Project Stakeholder
Management

13.2 13.3 13.4

13.1
Plan Manage Monitor
Identify
Stakeholder Stakeholder Stakeholder
Stakeholders
Engagement Engagement Engagement

Adapted from PMBOK® Guide – Fifth Edition, p. 3

 Stakeholder Management

“A stakeholder is an individual, group, or organization that

may affect, be affected by, or perceive itself to be affected by
a decision, activity, or outcome of a project”.
PMBOK® Guide - Sixth Edition, pp.549

Adapted from PMBOK® Guide – Fifth Edition, p. 3

 Stakeholder Management

INTERNAL EXTERNAL

Sponsor, Customers,

Resource manager, End users,

Project management office

Suppliers,
(PMO),

Portfolio steering committee, Shareholders

Program manager, Regulatory bodies,

Project managers of other

Competitors
projects,

Team members.
Stakeholder Management

PMBOK® Guide - Sixth Edition. Figure 1-4 Part 2, pp.551

 13.1 Identify Stakeholders

The process of identifying project

stakeholders regularly and analyzing and
documenting relevant information regarding
their interests, involvement,
interdependencies, influence, and potential
impact on project success.

PMBOK® Guide - Sixth Edition, pp.507

13.1 Identify Stakeholders

PMBOK® Guide - Sixth Edition, Figure 13-2

 13.1 Identify Stakeholders.
Inputs

Project Charter Procurement

– Provides information Documents
about internal and
– Are used to identify and
external stakeholders
manage suppliers and
who are impacted by
contractors
the project
 Stakeholder Analysis

Assess
Identify Identify
stakeholder
stakeholders impact
reactions
 Stakeholder Analysis.
Power-interest matrix

G H
I J
K L
M N
 Stakeholder Analysis.
Salience Model

1
Power

5 4
7
Urgency Legitimacy
6
3 2

Mitchell, R., Angle, B., Wood, D: Toward a Theory of Stakeholder Identification and Salience; Defining The Principle of Who and What Really Counts, Academy
of Management Review 1997, Vol. 22, No. 4, pp. 853-886.
 Stakeholder Analysis.
Salience Model

1
Power 1 - Dormant Stakeholder
2 - Discretionary
Stakeholder
5 4 3 - Demanding
7 Stakeholder
Urgency Legitimacy 4 - Dominant Stakeholder
6 5 - Dangerous Stakeholder
3 2 6 - Dependent Stakeholder
7 - Definitive Stakeholder

Mitchell, R., Agle, B., Wood, D: Toward a Theory of Stakeholder Identification and Salience: Defining The Principle of Who and What Really Counts,
Academy of Management Review 1997, Vol. 22, No. 4, pp.853-886.
Identify Stakeholders/Stakeholder
Register – Outputs
 13.2 Plan Stakeholder
Engagement

The process of developing approaches

to involve project stakeholders based on
the analysis of their needs,
expectations, interests, and potential
impact on the project

PMBOK® Guide - Sixth Edition, p. 516

13.2 Plan Stakeholder Engagement.
Critical Components

PMBOK® Guide - Sixth Edition, Figure 13-4

 13.2 Plan Stakeholder
Engagement. Inputs

Project Management Stakeholder Register

Plan – Identifies the specifics
– Provides a description of who will be impacted
of the work to be done by the project
environment
– Connects work to the
needed resources
– Defines project
communications
 Stakeholder Engagement
Assessment Matrix

Stakeholder Unaware Resistant Neutral Supportive Leading

Stakeholder A D,C

Stakeholder B C D

Stakeholder C C D

C – Current attitude toward project

D – Desired attitude needed on the project
Adapted from PMBOK® Guide – Sixth Edition, Figure 13-6, p. 522
 Expert Judgment: Social
Styles of Stakeholders

Task-Directed
Responsiveness

ANALYTICAL DRIVER
Ask-Directed Tell-Directed
Assertiveness Assertiveness

AMIABLE EXPRESSIVE

People-Directed
Responsiveness

Adapted from The Social Styles Handbook by Wilson Learning Corporation, p. 8

 13.2 Plan Stakeholder
Engagement. Outputs

Stakeholder Engagement Plan

– A description of how stakeholders will be
managed
• Becomes a part of the Project Management
Plan

PMBOK® Guide – Fifth Edition, p. 327

 13.3 Manage Stakeholder
Engagement

The process of communicating and

working with stakeholders to meet their
needs and expectations, address issues,
and foster appropriate stakeholder
involvement.

PMBOK® Guide - Sixth Edition, p. 523

 13.3 Manage Stakeholder
Engagement. Critical Components

PMBOK® Guide – Sixth Edition, Figure 13-7

 13.3 Manage Stakeholder
Engagement. Inputs

Communication Change Log

Management Plan – Documentation of
– General guidelines stakeholders’ requested
about communicating changes and/or new
with stakeholders requirements outside
the project scope
 Communication Skills

Interactive communication
 Collaboration tools (e.g., LiveMeeting)
Push communication
 Email, memos
Pull communication
 Intranet
 Interpersonal Skills:
Trust Model
Trust
Openness
• Being truthful
• Listening and believing
• Admitting mistakes
• Discussing without fear of retribution

Credibility
• You can be depended upon
• Treating one another with fairness
and respect

Making and keeping agreements

• No fuzzy agreements
• Only make those you can keep
• Give notice immediately when necessary to change
• Clear up any broken agreements still pending
Cumberland Group Q+ Team Manual, Team Development
Video: Stephen M. R. Covey
on: “The Speed of Trust”

Video link: https://youtu.be/gHL_HzQFBwU

 Interpersonal Skills: Stakeholder
Relationship Model

Governing Bodies

Concept
Auxiliary Bodies

Advocacy

Project Team
Design
Harmony Leadership
Closure

Rapport

Implementation

Clients
 13.3 Manage Stakeholder
Engagement. Outputs

Issue Log Change Requests

Is used to identify issues and May result from stakeholders’
communicate them to requests or from
stakeholders in a timely corrective/preventive
manner measures
 13.4 Control Stakeholder
Engagement

The process of monitoring project

stakeholder relationships and
tailoring strategies for engaging
stakeholders through modification of
engagement strategies and plans.

PMBOK® Guide - Sixth Edition, p. 530

 13.4 Control Stakeholder
Engagement. Critical Components

PMBOK® Guide – Sixth Edition, Figure 13-9, p. 530

 13.4 Control Stakeholder
Engagement. Inputs

Work Performance Project Documents

Data – Documents used to
– The primary observations manage stakeholders
that result from • Schedule
performing the project • Stakeholder register
work • Issue log
• Measurements on • Change log
variance and earned
value
• Quality metrics
 Embodied Leadership

Listen first;
clarify your
understanding

Talk straight;
“be” your word;
create
transparency
Know where you
are going;
communicate your
vision

Walk your talk;

practice and
model
accountability
Recognize it is always
about people;
demonstrate respect and
cultivate empathy
 13.4 Control Stakeholder
Engagement. Outputs

Work Performance Information

 Conversion of raw data collected from
control processes
 Used for interpretation of project progress
and status