PRCM Lecture 4 01032024 113944am

Project Performance
Domains
Lecture 4
Dr. Hassan Daud Butt
PRINCIPLES VS PERFORMANCE DOMAINS
Fig 3-2. PMBOK 7

PROJECT PERFORMANCE DOMAINS
 The project performance domains represent a group of
related activities that are critical for the effective delivery
of project outcomes
 The specific activities undertaken within each of the
performance domains are determined by the context of
the organization
 Project performance domains are interactive, interrelated,
and interdependent areas of focus that work in unison to
achieve desired project outcomes
 There are eight project performance domains in this
guide
STAKEHOLDERS PERFORMANCE DOMAIN
Fig 1-1. PMBOK 7

STAKEHOLDER PERFORMANCE DOMAIN
 An individual, group, or organization that may affect, be
affect ed by, or perceive itself to be affected by a
decision, activity, or outcome of a project
 Projects are performed by people and for people. This
performance domain entails working with stakeholders to
maintain alignment and engaging with them to foster
positive relationships and satisfaction
 Who can be the stockholders of Metro Bus Project?
EXAMPLE OF STAKEHOLDERS
EXAMPLE OF STAKEHOLDERS
Fig 2-2. PMBOK 7 Cont.

STAKEHOLDERS ENGAGEMENT
 Stakeholder engagement includes implementing
strategies and actions to promote productive involvement
of stakeholder
 Stakeholder engagement activities start before or when
the project starts and continue throughout the project
Fig 2-3. PMBOK 7

IDENTIFYING STAKEHOLDERS
 High-level stakeholder identification may be carried out
prior to forming the project team
 Detailed stakeholder identification progressively
elaborates the initial work and is a continuous activity
throughout the project
 Some stakeholders are easy to identify, such as the
customer, sponsor, project team, end users, and so forth,
but others can be difficult to identify when they are not
directly connected to the project.
Stakeholders Mapping
Creating a stakeholder map with categories and
classification can help you determine how to prioritize your
efforts to engage stakeholders on the project
Power /Interest Grid

Stakeholder Register
Information about stakeholders is compiled in the
stakeholder register.
Stakeholder Register
UNDERSTANDING &
ANALYZING STAKEHOLDERS
 Once stakeholders are identified, the project manager
and the project team should seek to understand
stakeholders’ feelings, emotions, beliefs, and values
 Understanding and analyzing stakeholders is an ongoing
action
 Related to understanding the project stakeholders is the
need to analyze aspects of each stakeholder’s position
on and perspective of the project
UNDERSTANDING &
 Analyzing stakeholders considers several stakeholder aspects,
such as:
• Power,
• Impact,
• Attitude,
• Beliefs,
• Expectations,
• Degree of influence,
• Proximity to the project,
• Interest in the project, and
• Other aspects surrounding stakeholder interaction with the project. Cont.
UNDERSTANDING &
Stakeholder Engagement Assessment Matrix
A stakeholder engagement assessment matrix is a data
representation tool used to compare stakeholders’ current
and desired level of engagement
Stakeholder Engagement Assessment Matrix Cont.

UNDERSTANDING &
The gap between current and desired for each stakeholder
will direct the level of communications necessary to
effectively engage the stakeholder. The closing of this gap
between current and desired is an essential element of
monitoring stakeholder engagement
Cont.
STAKEHOLDERS’ PRIORITIZATION
 On many projects, there are too many stakeholders

involved for the project team to engage directly or
effectively with all of them
 Based on its analysis, the project team can complete an
initial prioritization of stakeholders
 It is common to focus on stakeholders with the most power
and interest as one way to prioritize engagement
STAKEHOLDERS’ ENGAGEMENT
 Stakeholder engagement entails working collaboratively

with stakeholders to introduce the project, elicit their
requirements, manage expectations, resolve issues,
negotiate, prioritize, problem solve, and make decisions
 Engaging stakeholders requires the application of soft
skills, such as active listening, interpersonal skills, and
conflict management, as well as leadership skills such as
establishing the vision and critical thinking
STAKEHOLDERS’ ENGAGEMENT
 Communication with stakeholders can take place via

written or verbal means, and it can be formal or informal.
Table 2-1. PMBOK 7
Cont.
COMMUNICATION METHODS
 Push Communication
 Communication sent to stakeholders such as memos,
emails, status reports, voice mail, and so forth
 Push communication is used for one-way
communications with individual stakeholders or groups of
stakeholders
 Push communication inhibits the ability to immediately
gauge reaction and assess understanding; therefore, it
should be used deliberately
 Pull Communication
 Information sought by the stakeholder, such as a project
team member going to an intranet to find communication
policies or templates, running internet searches, and
using online repositories
 Pulling information is used for indirect sensing of
stakeholder concerns
Cont.
 Engagement goes deeper than pushing or pulling
communication
 Engagement is interactive. It includes an exchange of
information with one or more stakeholders such as
conversations, phone calls, meetings, brainstorming,
product demos, and the like
 With all forms of communication, quick feedback
loops provide useful information
Cont.
PROJECT COMMUNICATIONS MANAGEMENT
Project Communications Management (PCM) 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
Two Parts of PCM:

 Developing a strategy to ensure communication is effective
for stakeholders
 Carrying out the activities necessary to implement the
communication strategy
 Communication is the exchange of information
 The information exchanged can be in the form of ideas,
instructions, or emotions and the mechanisms by which
information is exchanged can be in:
Written Form. Either physical or electronic.

Spoken. Either face-to-face or remote.
Formal or Informal (as in formal papers or social media)
Through Gestures. Tone of voice and facial
expressions.
Through Media. Pictures, actions, or even just the
choice of words.
Choice of Words. There is often more than one word to
express an idea; there can be subtle differences in the
meaning of each of these words and phrases.
Cont.
PLAN COMMUNICATIONS MANAGEMENT
 Communications Requirements Analysis:
Analysis on communication requirements is done to understand
the communication/information needs of different project
stakeholders
 Sources of Information of these requirements:
Information about the stakeholders (Stakeholder Register)
Communication requirements (Stakeholder Engagement Plan)

 Sources of Information of these Requirements:
Number of potential communication channels (i.e., including
one-to-one, one-to-many, and many-to-many
communications)
Organizational chart
Internal information needs (e.g., when communicating within

organizations)
External information needs (e.g., when communicating withCont.
the
Communication Technology:
The method used to transfer information among project
stakeholders Common methods:
a) Conversations b) Meetings c) Written
Documents
d) Social Media e) Websites
Communication Models:
A – Basic Communication Model
Describes communication as a process and consists of two
parties only:
I) Sender II) Receiver
This model is concerned with ensuring that the message is
delivered, rather than understood
STAKEHOLDER MONITORING
 Throughout the project, stakeholders will change as new
stakeholders are identified and others cease to be
stakeholders
 As the project progresses, the attitude or power of some
stakeholders may change
 In addition to identifying and analyzing new stakeholders,
there is an opportunity to assess whether the current
engagement strategy is effective or if it needs to be
adjusted
STAKEHOLDER MONITORING
 The amount and effectiveness of stakeholder
engagement is monitored throughout the project
 The degree of stakeholder satisfaction can often be
determined by having a conversation with stakeholders to
gauge their satisfaction with the project deliverables and
the overall management of the project
 Project and iteration reviews, product reviews, stage
gates, and other methods are ways to obtain periodic
feedback
Cont.

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Project Performance

Fig 3-2. PMBOK 7

Fig 1-1. PMBOK 7

Fig 2-2. PMBOK 7 Cont.

Fig 2-3. PMBOK 7

Power /Interest Grid

Stakeholder Engagement Assessment Matrix Cont.

 On many projects, there are too many stakeholders

 Stakeholder engagement entails working collaboratively

 Communication with stakeholders can take place via

Two Parts of PCM:

Written Form. Either physical or electronic.

 Sources of Information of these requirements:

Information about the stakeholders (Stakeholder Register)

Communication requirements (Stakeholder Engagement Plan)

Internal information needs (e.g., when communicating within

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