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PgMP > STAKEHOLDERS > Flashcards

STAKEHOLDERS Flashcards

1
Q

COMPONENT STAKEHOLDER MANAGEMENT GUIDELINES

A

Indications for managing stakeholders at the component level and for addressing the identification, assessment, and involvement of the stakeholders

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2
Q

COMPROMISE

A

a conflict resolution technique in which the solution typically encompasses facets of all solution proposals

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3
Q

ENGAGE PROGRAM STAKEHOLDERS

A

The process of involving stakeholders in the program

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4
Q

FORCING

A

Applying an all or nothing or win/lose approach to get the desired result

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5
Q

IDENTIFY PROGRAM STAKEHOLDERS

A

The process of systematically determining the program stakeholders and analyzing their characteristics to develop the stakeholder register

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6
Q

MANAGE PROGRAM STAKEHOLDER EXPECTATIONS

A

the process of conducting stakeholder communications in a manner that meets their expectations and addresses any issues they have in a timely manner. Involves ensuring communications are mgd and negotiating conflicts, etc

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7
Q

PLAN PROGRAM STAKEHOLDER MANAGEMENT

A

The process of determining the identification, assessment, involvement, and management of the program stakeholders

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8
Q

PROBLEM SOLVING

A

A conflict resolution technique in which attempts are made to arrive at a solution to the problem

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9
Q

PROGRAM STAKEHOLDER MANAGEMENT PLAN

A

Component of the program management plan that outlines the methods by which program and component teams interact with stakeholders, including the tools they will use and the metrics they will apply to activities related to takeholder enggement; communications is the foremost technique for stakeholder expectations management

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10
Q

SMOOTHING

A

A conflict resolution technique in which the focus is appllied to areas of similarity and removed from areas of difference

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11
Q

STAKEHOLDER ANALYSIS

A

The process of discovering the names, key needs, position, focus, and influence on the program or project of all stakeholders

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12
Q

STAKEHOLDER INVENTORY

A

Private doc within the program core team. Puts the stakeholders into groups, shows how they are impacted by the program, shows an assessment as to how they might respond, and describes possible mitigation approaches. Therefore, if a stakeholder group is considered to be negative toward the program, it should be a document that is used only by the program team so the team can determine how to best then turn the stakeholder group into one that is positive or at least neutral to the program

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13
Q

STAKEHOLDER MANAGEMENT STRATEGY

A

strategy to lessen the negative effects of the program on stakeholders. Table showing the following by stakeholder:

Stakeholder | Level of Interest | Impact Assessment | Strategy

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14
Q

STAKEHOLDER METRICS

A

metrics that are specified in the stakeholder management plan and are consistently monitored to distinguish risks that occur when stakeholders fail to participate (Participation Trends, Root Cause Analysis for non-participation)

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15
Q

STAKEHOLDER REGISTER

A
  • A list of primary stakeholders on the program, the roles and responsibilities, and their needs and expectations of the program.
  • Public Doc. used for reporting, distributing deliverables and communications to manage the expectations.
  • Executive ownership by the Pg Director
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16
Q

WITHDRAWAL

A

a conflict resolution technique in which the disagreement or source of conflict is ignored. Typically not viewed by PMI as a conflict resolution technique because it’s not a proactive approach to resolving conflict

17
Q

PROGRAM STAKEHOLDERS

A

Individuals and organizations that are actively involved in the program or whose interests may be positively or negatively affected by the program

18
Q

STAKEHOLDER MGMT

A

ID?s how program will affect stakeholders (org culture, people, major issues, barriers to change) and then develops a communication strategy to engage affected stakeholders, manage expectations, and manage acceptance of objectives

19
Q

PRIMARY STAKEHOLDERS

A

Program Sponsors, Governance Board, Key Stakeholders

20
Q

KEY STAKEHOLDERS

A

? PG DIRECTOR ? PG MGR ? PROJ MGRS ? PG SPONSOR ? CUSTOMERS ? PERFORMING ORG ? PG TEAM MEMBERS ? PROJ TEAM MEMBERS ? FUNDING ORG ? PMO ? PG GOERNANCE BOARD / STEERING COMMITTEE SUPPLIERS, GOVT AGENCY, COMPET., INTEREST GROUPS

21
Q

STAKEHOLDER ANALYSIS STEPS (8 - USIPS RUR)

A
  1. Run interviews, focus groups, surveys to understand org culture & attitudes
  2. Det. degrees of support/opposition to objectives
  3. Evaluate stakeholder influence on pg outcomes
  4. Prioritize stakeholder by influence level
  5. Develop commun. strategy- method & frequency
  6. Develop register to capture analysis
  7. Update PG stakeholder mgmt. plan to align with analysis
  8. Determine receptive level to communications
22
Q

STAKEHOLDER MGMT STRATEGIES

A

? Comprehensive training to allow understanding & adjustment ? Develop Job Aids ? process docs, manuals, quick reference Intensive Communications/ Involvement with the program

23
Q

STAKEHOLDER FOCUS GROUPS ADVANTAGE

A

Leads to deeper understanding than a questionnaire

24
Q

STAKEHOLDER INTEVIEWS ADVANTAGE

A

Leads to more open responses and may uncover gaps in stakeholder ID and factors

25
Q

STAKEHOLDER QUESTIONAIRES & SURVEYS ADVANTAGE

A

Allows greater number to be polled

26
Q

POWER/INTEREST GRID

A

graphical illustration for which stakeholders need to be kept satisfied, managed closely, monitored, or kep informed based on the level of their power and their interest in the outcome of the program or project.

27
Q

STAKEHOLDER ANALYSIS MATRIX

A

Tool for anlayzing stakeholders lists: stakeholder, level of interest, impact assessment, strategies for managing them

28
Q

NEGOTIATION

A

tool for managing stakeholders expectations to resolve problems that occur during the program

29
Q

CONFLICT MANAGEMENT

A

tool for managing stakeholders expectations when conflicts occur. The approach used to resolve conflict among stakeholders and team members; escalation is addressed in conflict management

30
Q

INFLUENCING

A

Affecting the dispositions and activities of others, is an effective stakeholder management tool

31
Q

SOURCES OF CONFLICT

A

Scheduling priorities and resource utilization are most commong sources, not personality styles.

32
Q

MG PG STAKEHOLDER EXPECTATIONS INPUTS (5)

A
  1. Stakeholder Mgmt Strategy - guides how to manage stakeholder expectations when program is negatively impacting and how to keep them engaged
  2. Stakeholder Register - Review for current expectations of stakeholders and whether they are not reasonable and must be adjusted

3 Stakeholder Inventory - Review for issues and concerns for proactive expecation management needs

  1. Stakeholder Metrics - Review for low involvement which leads to gaps in expectations (don’t have up to date info)
  2. Pg Communictions Mgmt Plan - guides how to communicate with stakeholder as needed
33
Q

7 TASKS OF STAKEHOLDER MGMT

A
  1. ID Stakeholders & create register/matrix
  2. Analyze Stakeholders and create Stakeholder Mgmt Plan
  3. Negotiate support of stakeholders and set clear expectations, acceptance criteria for benefits success
  4. maintain visibility and support of the program with the stakeholders
  5. Form communications to match needs of stakeholders
  6. Bring concerns from stakeholders into Risk planning
  7. Develop and foster relationships with stakeholders
34
Q

STAKEHOLDER MAPPING TECHNIQUE Groupings(4)

A

Mappings show groups of Stakeholders by:

  1. Area of Interest
  2. Interaction Required based on Influence vs Importance level
  3. Influence vs Impact of Pg
  4. Type who defines command, control loops, and communication mechanisms

PgMP (13 decks)

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