PRJM 1000 – Collaboration and Project Management

Week 11

ABDUL SHAIKH
Ph.D., PMP®

[email protected]
These slides have been created from Effective Project Management, PMBOK® and pmi.org.
Project Stakeholder Management
 Project Stakeholders

Stakeholders are people, groups, or organizations that could impact or be impacted by the project.

Examples of stakeholders include:

Government: Local, state, and federal government agencies and elected officials

Businesses: Companies and organizations that the project may impact

Communities: Local community members who may be affected by the project

Non-Governmental Organizations (NGOs): Charities, advocacy groups, and other non-profit organizations

Individuals: Someone who could impact or may be impacted by the project

Media: Journalists, bloggers, and other members of the media

Experts: Professionals and experts who may have knowledge or insights into the project Stakeholders are people, groups, or
organizations that could impact or be impacted by the project
 Project Stakeholder Management

• Stakeholder Management is to identify stakeholders, analyze stakeholder expectations and their impact on the project, and
develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution

• Stakeholder Management is also continuous communication with stakeholders to understand their needs and expectations,
addressing issues as they occur, managing conflicting interests, and fostering appropriate stakeholder engagement in project
decisions and activities.
• Stakeholder satisfaction should be managed as a key project objective.
• A good project manager knows the value of effective stakeholder management. The ultimate goal of effective stakeholder
management is project success.
 Stakeholder Management
(Stakeholder Involvement in Projects)

Let's look at how a project manager should involve stakeholders throughout the life of a project.

Identify all of them: The first step in working with stakeholders is identifying them as early as possible. Stakeholders who are
discovered later in the project will like change requests; this can impact the project and lead to delays.
Note: To identify the stakeholder is the job of the Project Manager.

Determine their requirements: This is neither easy nor fast, but the project manager must make every effort to identify as
many requirements as possible before work begins.
This applies to both Plan-Driven projects (waterfall – predictive) and Change-Driven projects (adaptive – agile). The level of
detail of the requirements may differ between Plan-Driven and Change-Driven projects, but it is essential to determine as
many requirements as possible up front for both.
 Stakeholder Management
(Stakeholder Involvement in Projects)

Determine their expectations: Expectations are beliefs about the future. These expectations include what stakeholders think will
happen to them, their department, and the company due to the project.
Expectations tend to be much more ambiguous than stated requirements - or they may be undefined requirements. They may be
intentionally or unintentionally hidden.
For example, the expectation that a project will not interrupt other work or produce dramatic improvements could affect its
likelihood of success.
Expectations that remain unidentified can have a significant impact on all project constraints. Once the project manager has
captured the stakeholder’s expectations, they are analyzed and may be converted to requirements and become part of the
project.
During a project's Initiating and Planning stages, the project manager should be most active in managing project stakeholders’
needs and expectations.

Determine their level of authority: Each stakeholder's level of authority will impact their effect on the work and outcome of the
project.
 Stakeholder Management
(Stakeholder Involvement in Projects)
Determine their interest: It is important to determine the level of interest each stakeholder has in the project.
Does the stakeholder care about the project?
Are they likely to be engaged?
Once a project manager gathers and analyzes that information, they can use it to plan a strategy for maintaining or increasing that
stakeholder's interest and level of engagement.
They may also find that certain stakeholders are especially interested in working on a particular part of the project to learn new
skills or prove their skills - or that they need attention and support from a critical stakeholder for deliverable reviews and
acceptance.
An Effective project manager will determine each stakeholder's interest and engagement related to the project and will structure the
work, roles, and responsibilities to maximize engagement.

Determine their level of influence: Each stakeholder can negatively or positively affect the project to some degree. This is their level
of influence, and it should be identified and managed.
 Stakeholder Management
(Stakeholder Involvement in Projects)
Once you (A Project Manager) determine their Requirements, Expectations, Authority, Interests, and Influence, then need
to plan how to engage them.

Plan to Engage Stakeholders: Project management focuses on planning before taking action. A project manager needs to plan
ahead! How will they keep stakeholders involved in the project?
How will they engage with stakeholders’ interests, influence, and expectations?
How will they include stakeholders in project decision-making?

Plan how to communicate with them: Planning communication with stakeholders is critical and closely related to stakeholder
engagement. How can a project manager keep stakeholders involved and get them to communicate their thoughts and concerns
if they still need to plan how the information will be shared on the project? Remember that poor communication is the most
frequent cause of project problems - careful communication planning can help prevent those problems.
Stakeholders are included in project communications and receive project information, including progress reports, updates,
changes to the project management plan, and project documents, when appropriate.
 Stakeholder Management
(Stakeholder Involvement in Projects)
Manage their expectations, influences, and engagement: Involving stakeholders continues after initiating or planning. The
project manager must work with stakeholders and manage relationships throughout the project’s life.
Monitor communications and stakeholder engagement: Good communication and stakeholder relationships are critical to
success, so monitoring these two project areas is essential. The project manager must determine if and where communication
or relationships are breaking down and adjust their approach as necessary.

Note: The core objective for stakeholder engagement is to ensure that the project stakeholders are kept satisfied and their
expectations are met throughout the project.
Note: The stakeholder engagement matrix plots the current and desired levels of engagement by stakeholders.
Stakeholder Management
Processes
Identify Stakeholders ---- Initiating
Plan Stakeholder Engagement ---- Planning
Manage Stakeholder Engagement ---- Executing
Monitor Stakeholder Engagement ---- M & C
 Identify Stakeholders
Stakeholders are identified during project initiation, and the first identified stakeholders are likely to be those who pinpoint a
problem or need. They may be involved in developing the business documents for a project to provide a solution, For
example.
The business case and benefits management plan, created before initiation, may include a list of stakeholders who will benefit
from, or be affected by, the project.

Stakeholder influence is an ability to affect the project. The level of influence is very high at the early stages of the project.
The project manager is one of many people who identify stakeholders. The sponsor, as well as key stakeholders, have said this.
 Identify Stakeholders
Project Documents: What project documents would you use as part of the identified stakeholders process? Did you determine
which documents would be most helpful, based on what information is included within those documents?
For example, the change log and the issue log may include information that introduces new stakeholders or changes an existing
stakeholder's relationship with the project.
The requirement’s documentation may also have information about potential stakeholders.

Note: On the addition/identification of any new stakeholder, we must update the risk register, stakeholder register, and stakeholder
engagement plan.

Stakeholder Register: The stakeholder register contains stakeholders' assessment and classification information. It also contains
stakeholder names and groups, stakeholder requirements, and stakeholder expectations.
 Identify Stakeholders
Stakeholder Analysis (Tools & tech.):
The project manager must also determine the interest level. There are several kinds of interests (stakes) that a stakeholder may
have in the project. For example;
Ownership - A stakeholder may have to sell the property for the new freeway expansion that is being proposed.

Knowledge - A stakeholder may be an expert who designed the legacy inventory management system being replaced.

Rights - A stakeholder may be concerned that the new development will endanger the community by destroying the watershed.

Interest - The community may be concerned that additional traffic will come into their residential neighborhood if the new
commuter rail stop does not have adequate parking facilities.
Contribution - A resource manager may be concerned that the team members they are providing to the project will need help to
complete their normal operational work in addition to their project work.
 Identify Stakeholders -- Stakeholder Analysis

Power (Authority) / Interest Grid:

Grouping the stakeholders based on their level of authority (power) and their level of concern (interest)
regarding project outcome;

High
Keep Satisfied Manage Closely
P
O
W
E Monitor Keep Informed
R
(Minimum Efforts)

Low
Low INTEREST High
 Identify Stakeholders -- Stakeholder Analysis
High Power, High Interest: These are the key players and decision-makers who have both significant authority and a vested
interest in the project's success. Managing their expectations and keeping them engaged is crucial.
Example: Project Sponsor, CEO, Project Manager, Major Investors.

High Power, Low Interest: These stakeholders have the authority to influence the project but may not be directly interested or
involved. It's important to keep them informed without overwhelming them with details.
Example: Regulatory bodies, High-level executives with broader organizational responsibilities.

Low Power, High Interest: These stakeholders may not have direct decision-making authority, but they have a keen interest in the
project's outcome. Keeping them satisfied and informed is essential to prevent resistance.
Example: User groups, Frontline employees, External interest groups.

Low Power, Low Interest: These stakeholders have minimal impact and interest. It's usually enough to keep them informed
through general communications.
Example: General public, Minor suppliers, Low-level employees not directly involved in the project.

Understanding the power and interest of each stakeholder helps in tailoring communication and engagement strategies. It allows
project managers to allocate resources efficiently and address the concerns of key stakeholders effectively. Regularly updating the
stakeholder analysis throughout the project can ensure that the management of stakeholder relationships remains relevant and
effective.
 Identify Stakeholders -- Stakeholder Analysis

Power / Influence Grid:

Grouping the stakeholders based on their level of authority (power) and their active involvement (influence)

High
Keep Satisfied Manage Closely
P
O
W
E Monitor Keep Informed
R
(Minimum Efforts)

Low
Low INFLUENCE High
 Identify Stakeholders -- Stakeholder Analysis
High Power, High Influence: Stakeholders in this category have both the authority to make significant decisions and the ability to
exert a considerable influence on the project's direction. They are key players with a direct impact on the project's success.
Example: Project Sponsor, CEO, Major Investors.

High Power, Low Influence: These stakeholders have the authority to make decisions, but their level of interest or involvement may
not be as direct. While they hold power, their influence might be limited due to a lack of active engagement.
Example: High-level executives with broader organizational responsibilities, Regulatory bodies.

Low Power, High Influence: Stakeholders in this category may not have formal authority, but their influence is substantial. Their
opinions and perspectives are highly regarded, and they can sway decisions even without holding a formal position of power.
Example: Subject Matter Experts (SMEs), Key Customers or Clients.

Low Power, Low Influence: These stakeholders neither have significant authority nor exert much influence. They might have a
general interest in the project, but their impact on decision-making is minimal.
Example: General public, Minor suppliers, Low-level employees not directly involved in the project.

Understanding where each stakeholder falls within these categories helps project managers tailor their communication and
engagement strategies. It allows for more effective management of relationships, ensuring that those with high power and influence
are kept satisfied and engaged while those with lower power or influence are appropriately informed. Regularly reassessing these
dynamics throughout the project lifecycle is important for adapting to changing circumstances.
 Identify Stakeholders -- Stakeholder Analysis

Influence / Impact Grid:

Grouping the stakeholders based on their active involvement (influence) and their ability to affect the project planning
(impact);

High
I
N Keep Satisfied Manage Closely
F
L
U
E Monitor Keep Informed
N (Minimum Efforts)
C
E Low

Low IMPACT High

 Identify Stakeholders -- Stakeholder Analysis
High Influence/High Impact: Stakeholders in this category have both a significant ability to influence project decisions and a
substantial impact on project outcomes. Their engagement and support are critical for project success.
Example: Key Customers or Clients, Project Sponsor, Subject Matter Experts (SMEs).

High Influence/Low Impact: These stakeholders have the ability to influence project decisions, but the actual impact on project
outcomes may be limited. While their opinions are valued, their day-to-day involvement might not be as critical.
Example: Regulatory bodies with specific guidelines, High-level executives with broader organizational responsibilities.

Low Influence/High Impact: Stakeholders in this category may not have significant influence over project decisions, but the
project outcomes have a substantial impact on them. It's important to manage their expectations and keep them informed.
Example: End-users who may be significantly affected by the project's deliverables, Frontline employees.

Low Influence/Low Impact: These stakeholders have minimal influence on project decisions, and the project outcomes have a
limited impact on them. Communication with this group is typically less intensive.
Example: General public, Minor suppliers, Low-level employees not directly involved in the project.

Understanding the influence/impact of stakeholders helps project managers prioritize their efforts in engaging with and
managing various stakeholders. It ensures that resources are allocated effectively to those who can most significantly contribute
to the project's success and addresses the concerns of those who might be more indirectly affected. Regularly assessing and
updating this analysis helps adapt to changes in the project environment.
 Identify Stakeholders -- Stakeholder Mapping

Stakeholder Cube: It is a concept that often involves creating a matrix or grid to analyze stakeholders based on various
dimensions such as Power/Authority, Interest, and Influence/Impact. This helps in identifying and categorizing stakeholders for
effective engagement and management.
Attitude: This is the disposition of the stakeholder for or against the project. Are they a backer or blockers?
Power: This is the authority to influence the project outcome.
Interest: This is the expectation or involvement in the project. Here, you will distinguish interest from attitude. Granted, a
stakeholder may be interested in the project, but what is their motive? Positive interest creates a project backer, while negative
interest can lead to a blocker.
Some stakeholders may be interested in the project to block its success.
This three-dimensional model represents aspects or dimensions of a stakeholder group.
This model combines the grid elements into a three-dimensional model that can be useful to project managers and teams in
identifying and engaging their stakeholder community.
Note: The stakeholder cube captures eight possibilities, as shown in the next slide.
Identify Stakeholders -- Stakeholder Mapping
Identify Stakeholders -- Stakeholder Mapping
 Identify Stakeholders -- Stakeholder Mapping
Influential Active Backer (Positive Attitude, High Power, High Interest - PAHH): This stakeholder strongly supports the project,
has significant decision-making authority, and is highly interested in its success.
Example: Project Sponsor who actively advocates for the project, holds a high position in the organization, and is genuinely
interested in its positive outcome.

Influential Active Blocker (Negative Attitude, High Power, High Interest - NAHH): This stakeholder opposes the project, has
considerable decision-making authority, and is highly interested in its outcomes.
Example: Senior Executive who, for personal or strategic reasons, is against the project and has the authority to impede its progress.

Neutral Supporter (Positive Attitude, Low Power, High Interest - PLLH): This stakeholder has a positive attitude toward the
project, is highly interested, but lacks significant decision-making authority.
Example: A departmental manager who supports the project but doesn't have the authority to make organization-wide decisions.

Influential Passive Backer (Positive Attitude, High Power, Low Interest - PAHL): This stakeholder has a positive attitude, holds
significant decision-making authority, but is not highly interested in the project's details.
Example: CEO who supports the project but is not actively involved in day-to-day project activities.

Influential Neutral Observer (Neutral Attitude, High Power, Low Interest - NAHL): This stakeholder has a neutral stance, holds
significant decision-making authority, but is not highly interested in the project's success or failure.
Example: A regulatory body or compliance officer who is tasked with overseeing various projects but does not express a strong
opinion on each project's outcome.
 Identify Stakeholders -- Stakeholder Mapping

Insignificant Active Backer: Power: Low, Interest: high, Attitude: Positive or supportive
Example: An intern who has little influence (low power) and minimal personal interest (low interest) in the project but is
actively supportive (positive attitude) and willing to contribute.

Insignificant Passive Backer: Power: Low, Interest: Low, Attitude: Positive or Supportive
Example: A staff member from a department not directly impacted by the project, with low power and interest, and a neutral or
indifferent attitude.

Insignificant Active Blocker: Power: Low, Interest: High, Attitude: Negative or resistant
Example: An entry-level employee from a department with minimal organizational influence (low power) but with a high level
of personal interest (high interest) in a project that is perceived as a threat to their established way of working. Despite having
low formal power, this individual actively expresses negative or resistant attitudes, potentially creating challenges for the project
team.

Insignificant Passive Blocker: Power: Low, Low Interest, Attitude: Negative or resistant
A retired employee who was once involved in a related project but no longer holds a formal position in the organization (low
power and low interest). Despite not actively participating, this individual maintains a negative or resistant attitude toward the
current project due to past experiences, potentially influencing others informally.
 Identify Stakeholders
Stakeholder Mapping

Stakeholder Engagement levels: There are five levels of Stakeholder engagement, and their
correct classification is:
1. Unaware;
2. Resistant;
3. Neutral;
4. Supportive;
5. Leading

Note: The stakeholder classification should not be based on Optimistic/ Pessimistic

 Identify Stakeholders -- Stakeholder Mapping

Salience Model:
Stakeholder salience is a concept introduced by Mitchell, Agle, and Wood in 1997, and it involves assessing the relevance or
importance of stakeholders in a particular situation. The Salience Model for project stakeholders was developed to help
managers identify and analyze project stakeholder needs. Unlike the Power/Interest or Power/Influence grids, the Salience
Model uses the following three parameters to categorize stakeholders:

Power (level of authority or ability to influence the outcomes of the project)

Urgency (need for immediate attention, either time-constrained or relating to their high stake in the outcome)

Legitimacy (whether their involvement is appropriate)

The salience model is helpful for large complex communities of stakeholders or complex network relationships within the
community.
 Identify Stakeholders
Stakeholder Mapping

Salience Model Stakeholder Classification: The three primary

attributes of stakeholder salience are power, legitimacy, and
urgency. Based on these attributes, stakeholders can be classified
into the seven categories.
 Salient Model
Dormant stakeholders: Individuals or groups who have power but not urgency or legitimacy. They have the potential to affect or be
affected by the organization but are currently not engaged or active. For instance, a local community may become affected by a company's
operations in the future but is currently not expressing any interest or concern.
Discretionary stakeholders: They are legitimate but have no power or urgency. Their communication needs may be asking for some details
but may not need much attention other than just regular project updates. For example, Supporting organizations that receive occasional
funding from a company, but their activities are not directly tied to the core business operations.
Demanding stakeholders: They always seem to think their work needs your immediate attention. If you spend too much time and effort on
these stakeholders, you won’t gain much project mileage. For example, Environmental activists pushing for immediate changes in the
manufacturing processes of a company to reduce its ecological impact.
Dominant stakeholders: Power and legitimacy overlap in this case. Dominant stakeholders have legitimacy and authority. Their
communication and involvement needs must be taken into account at all times. For Example, A major shareholder in a publicly traded
company who holds a significant percentage of shares and has a strong influence on decision-making.
Dangerous stakeholders: These stakeholders have a dangerous mix of power and urgency. This combination of power and urgency makes
them crucial for the project’s success even though they are not directly involved in your project so, as a project manager, you must meet
their needs and keep them engaged and satisfied. For Example, Consumer advocacy groups that, while lacking formal legitimacy, have the
power and ability to damage a company's reputation through public campaigns.
Dependent stakeholders: They are legitimate and have urgency but do not have commensurate power. Keep them informed, as they could
be of help when you need to leverage their strengths in navigating organizational or project complexities. For example, Small suppliers who
rely heavily on a large manufacturing company for their business and economic stability.
Definitive stakeholders: The most important area in this model – is where power, urgency, and legitimacy converge. This is the most
critical category of stakeholders, which is always to be kept informed, satisfied, and involved, and as a project manager, you need to provide
focused attention to these stakeholders. For Example, Long-Term Customers, and dedicated employees who have been with the company
for many years, embody its values, and contribute to a positive organizational culture.
 Identify Stakeholders

INPUT TOOLS & TECH. OUTPUT

Project Charter Questionnaires Stakeholder Register

Project documents Survey Change requests.
EEFs Brain Storming Project Mgmt. Plan updates
OPAs Stakeholder Analysis Project documents update
Procurement documents Stakeholder Mapping
 Plan Stakeholder Engagement
Managing the impact, relationship, and engagement of the stakeholders identified and analyzed during the previous process is
essential to project success, but it can take much time. That's why it is important to think and plan before taking action, as with
much of project management.

Stakeholders can be assets or a problem on a project, depending on how well the project is planned. To effectively manage
relationships with this many people, the project manager must develop a stakeholder engagement plan and consider how the
project will impact stakeholders.

In the Plan Stakeholder process, we are developing management strategies to effectively engage stakeholders throughout the
project life cycle based on analyzing their needs, interests, and potential impact on project success.

In Plan Stakeholder Engagement Process, the team uses the stakeholder engagement assessment matrix to compare the current
and desired levels of stakeholder engagement. Using such a matrix, the team can classify the engagement levels of
stakeholders into categories such as unaware, resistant, neutral, supportive, and leading.
 Plan Stakeholder Engagement
Stakeholder Engagement Plan (Output): It is a component of the Project Management Plan. The Stakeholder Engagement Plan re-
evaluated and updated throughout the project. It provides the specifics about how, when, and why various project information will
be distributed to stakeholders. The plan often includes a candid assessment of stakeholders' attitudes and personalities and details
regarding obstacles and challenges related to working with specific stakeholders. So, it should not be posted publically on the
project board.
A stakeholder Engagement Plan generally has a communication component, as well, that addresses how communication will be
used on the project to help manage stakeholder engagement and expectations.
This means that the stakeholder engagement and communications management plans can be repositories of similar information about
stakeholders' communication requirements and who needs what information on a project.
Focus Group: During the development of the project stakeholder engagement plan, a project manager usually depends on the
project stakeholders' voices to obtain an expert opinion. A Focus group is an important tool available to the project manager for
gathering and organizing stakeholders’ information.
 Plan Stakeholder Engagement
How the Communication management plan and Stakeholder engagement plan have a different focus:
The communication management plan emphasizes the details of the technology, method, and models of communication - the
what, when, and how of communication.
On the other hand, the stakeholder engagement plan explains the why of communications - why certain stakeholders need to
receive specific information and how sharing that information will help manage stakeholder engagement and expectations. As
you might expect, portions of these two plans are often created together.
Note: Both the communications and stakeholder engagement plans are detailed textual documents. They are not presentation
tools as for presentation; you need the information in tabular format.
If a stakeholder engagement plan is not developed, don’t stop the project work or terminate the project; go ahead and develop the
Plan.
The Stakeholder engagement plan does contain the scope and impact of change on stakeholders, the Engagement levels of
stakeholders, and the Stakeholder's influence on the project. Still, it doesn't contain Stakeholders’ Compensation and
remuneration.
Note: The stakeholder engagement plan should be reviewed regularly; the project manager can decide the frequency to review if
it is not imposed by top management.
 Plan Stakeholder Engagement

INPUT TOOLS & TECH. OUTPUT

Project Documents Stakeholder Engagement Stakeholder Engagement Plan

(Stakeholder register) Assessment Matrix
EEFs Assumption and Constraint analysis
OPAs Root cause Analysis
Project Mgmt Plan Focus Group
 Manage Stakeholder Engagement
To meet stakeholder needs, resolve their issues, and make sure they remain interested and active in project activities throughout the
project life cycle. It is essential to encourage stakeholder engagement and manage their expectations. Although this is an
executing process, managing stakeholder engagement is ongoing throughout the project’s life.
Note: We use this process to communicate with the project team members to understand their expectations of the project’s
outcome. We also update the stakeholder register during this process, along with other documents.
At initiating and planning stages of a project, should the project manager be most active in managing project stakeholders’ needs
and expectations
 Manage Stakeholder Engagement

INPUT TOOLS & TECH. OUTPUT

Stakeholder engagement plan Team skills Project documents update
Project Mgmt. Plan Ground rules Project Mgmt. Plan updates
(communication mgmt. plan) Change Requests
OPAs Conversation Stakeholder engagement plan updates
EEFs (Formal & Informal) Stakeholder Register Updates
Project Documents Expert Judgment
(Issue log, Change log,
Stakeholder register,
the lesson learned)
 Monitor Stakeholder Engagement

Monitor stakeholder engagement is a process of actively engaging with stakeholders to ensure that their interests are
considered during project planning and execution.
This process begins with identifying and assessing stakeholders, continuing with communication and consultation, and
implementing action plans that address stakeholder concerns.
In this process, we also analyze work performance data and turn it into work performance information.
Note: Both negative and positive stakeholders must be monitored closely. There is always the possibility that negative
stakeholders become positive and positive become negative.
 Monitor Stakeholder Engagement Process

INPUT TOOLS & TECH. OUTPUT

Project Mgmt. Plan Communication, Interpersonal Work performance information
Project documents Team skills Project Mgmt. Plan updates
(Issue log) Project Document updates
Work performance data Change Requests update
EEFs
OPAs
Issue log: The issue log is a document where any concerns, disagreements, confusion, or
unresolved questions that arise during the project are documented.
Note: Work performance information is more useful than work performance data
You are leading a strategic project designed to provide rapid access to high-quality information for management
decision-making. Due to a recent organizational restructuring, your project sponsor and senior management have been
replaced. What is the most appropriate action for you to take?

A) Continue with the project as it has already been approved.

B) Halt the project since the primary stakeholders have changed.
C) Seek an appointment with the new management to brief them about the project and understand their perspective.
D) Send a detailed project status report to ensure comprehensive communication about the project’s progress.
You are leading a strategic project designed to provide rapid access to high-quality information for management
decision-making. Due to a recent organizational restructuring, your project sponsor and senior management have been
replaced. What is the most appropriate action for you to take?

A) Continue with the project as it has already been approved.

B) Halt the project since the primary stakeholders have changed.
C) Seek an appointment with the new management to brief them about the project and understand their perspective.
D) Send a detailed project status report to ensure comprehensive communication about the project’s progress.
You are the Project Manager for a project aimed at automating the production planning process of a manufacturing company
using software. A key stakeholder approaches you with concerns about the long-term business benefits of this automation.
How should you best address the stakeholder’s query?

A) Reiterate the objective of the project using the Project Charter to ensure they understand what the project will deliver.
B) Review the Benefits Management Plan with the stakeholder, outlining how the benefits of automation will be realized and
tracked over its lifecycle.
C) Review the Project Management Plan with the stakeholder, outlining the key milestones and metrics used to track the
benefits during project execution.
D) Share the recent Project Performance Report and highlight the Outcome metrics tracked in the report.
You are the Project Manager for a project aimed at automating the production planning process of a manufacturing company
using software. A key stakeholder approaches you with concerns about the long-term business benefits of this automation.
How should you best address the stakeholder’s query?

A) Reiterate the objective of the project using the Project Charter to ensure they understand what the project will deliver.
B) Review the Benefits Management Plan with the stakeholder, outlining how the benefits of automation will be realized and
tracked over its lifecycle.
C) Review the Project Management Plan with the stakeholder, outlining the key milestones and metrics used to track the
benefits during project execution.
D) Share the recent Project Performance Report and highlight the Outcome metrics tracked in the report.
You are the Project Manager for a new product development project. Various stakeholders have expressed their views on
what they believe will bring the most business value. Given that business value can vary based on individual perspectives,
which of the following statements is the MOST accurate understanding of business value and its variability among
stakeholders?

A) Business value is a concept and is measured in terms of Return on Investment and Pay Back Period.
B) Business value is determined solely by the project’s end-users.
C) Business value is derived from various factors like increased market share, customer satisfaction, or operational
efficiency.
D) Business value is only realized once the project is completed and it is tracked by Benefit Management Plan.
You are the Project Manager for a new product development project. Various stakeholders have expressed their views on
what they believe will bring the most business value. Given that business value can vary based on individual perspectives,
which of the following statements is the MOST accurate understanding of business value and its variability among
stakeholders?

A) Business value is a concept and is measured in terms of Return on Investment and Pay Back Period.
B) Business value is determined solely by the project’s end-users.
C) Business value is derived from various factors like increased market share, customer satisfaction, or operational
efficiency.
D) Business value is only realized once the project is completed and it is tracked by Benefit Management Plan.
You are a Project Manager for a large software development project. During one of your team’s daily stand-up meetings, a key
team member, Alex, brings up an issue. He mentions that a critical piece of software library, which is essential for the project’s
next milestone, is currently held up due to licensing issues. This delay could potentially push the project’s deadline back by at
least two weeks. What should be your FIRST course of action?

A) Inform the stakeholders about the potential delay immediately.

B) Work with the procurement and legal teams to understand and resolve the licensing issues.
C) Tell the team member to closely work with procurement and legal teams.
D) Escalate the issue to the project’s sponsor for a resolution.
You are a Project Manager for a large software development project. During one of your team’s daily stand-up meetings, a key
team member, Alex, brings up an issue. He mentions that a critical piece of software library, which is essential for the project’s
next milestone, is currently held up due to licensing issues. This delay could potentially push the project’s deadline back by at
least two weeks. What should be your FIRST course of action?

A) Inform the stakeholders about the potential delay immediately.

B) Work with the procurement and legal teams to understand and resolve the licensing issues.
C) Tell the team member to closely work with procurement and legal teams.
D) Escalate the issue to the project’s sponsor for a resolution.
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 engagement plan for the project. However, the
frequency of plan review has not yet been defined. How often should Anthony review the stakeholder engagement plan?

A. On a monthly basis
B. The stakeholder engagement plan cannot be reviewed during the execution of the project.
C. On a weekly basis
D. On a regular basis; Anthony needs to decide the frequency.
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 engagement plan for the project. However, the
frequency of plan review has not yet been defined. How often should Anthony review the stakeholder engagement plan?

A. On a monthly basis
B. The stakeholder engagement plan cannot be reviewed during the execution of the project.
C. On a weekly basis
D. On a regular basis; Anthony needs to decide the frequency.
THANK YOU