Stakeholder Management - PMBOK 5th Edition - Part 2 of 2

In this podcast, Ricardo continues to talk about the chapter 13 of the PMBOK® 5th Edition, Stakeholder Management. In this second podcast, Ricardo explains how to execute and control the Stakeholder Management Plan.

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Episode transcript

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Hello, everyone. Welcome to the five minutes of PM. Yes. Today, I like to continue talking about that. The chapter 13 off the PMBOK guy Stakeholder Management last week, when the skirt said about identify stakeholders and Plan Stakeholder Management. So this still first process we identified using that two times two metrics, and we create a plan. The plan usually displays is very tied to the communications plan to handle and to deal with the Stakeholder.

But now on this occasion, what do I need to do to is very, very simple. You created the plan. Now you need to execute the plan. So let's suppose that in your plan, you decided that you we'll be managing one Stakeholder by and some specific reports. So here is the time to, we should, as a report and not a Stakeholder, you decided to have weekly lunch working lunch with this person. This is the time to have the lunch to sit on it and talk about the project.

The one you decided to do an advertisement or any work or regarding community engagement. So here's the time to engage communities. It's the time to do a sponsorship in the football or basketball tournament in that community. This is the time to execute your plan. So basically what you do, you take the Stakeholder Management plan, the communication's management plan, and you use communications methods, interpersonal you know, skills management skills.

You use your charisma, whatever to produce the results of the Plan. And in parallel to that, it's very important. We do not as acute the same project and Dan control of the project. This two things they occur in parallel is a huge one in control. So why, why music? this tasks I'm also taking the Plan analyzing the results and C is this okay? Are those who are opposed to my project, dear last, supposedly, or could I reduce their negative influence using that actions I'm proposing?

This is the time to understand that this is the time. It's not because it's in the Plan that we would to work. Remember, this is not mathematic. This is not OK. If you do a five lunch meeting with this person, each lunch meetings, you'll reduce 90% of the negative impact on this. A project. This is nonsense. Reality is far more complex than that. So what you need to do, you need to understand, am I being effective on creating this point, or I'm not sure they change based on the cultural aspects too.

I change this. Maybe I'm doing one approach that was very effective in my previous project, but on this project, it will not work because the scenario is different. So I need to understand this. It's a very, very hard thing. If you think in a very extractor way, so you need to understand this. So when you control, you can create new actions because of this. That is so important. What I said to you when I was presenting the PMBOK 15 Edition process flow.

If you see that I put arrows going back to the process, because when you do a process, it doesn't means that you are done with the process, because maybe at the control, you need to go to the Stakeholder Plan Stakeholder Management the item 13.2 in develop new items. Maybe you need to execute these items again, to make sure remember, remember our intent is not too Stakeholder Management our intent is to finish and deliver the results of the project, why we need to do Stakeholder Management because stakeholders can affect the results off our project.

We are not doing Stakeholder Management by do it because we like doing that know as a project manager, what we need to like is to deliver it, the results of the project. This is what means this is what matters. So if the results of the project could be impacted by someone that is supported or could be impacted negatively by those who are completely opposed. If you need to understand that you need to manage this or the wise, your project will fail. This is a very, very straightforward and important message that I want to give to you.

As a project manager, you need to understand this and all this for process, they are not in place to create more bureaucracy for you. No, there just trying to help you to understand the tasks you need to do on the human side. And most of the projects they fail hardly in heavily in this human side, because we think that is just create a scandal on the scuttling to, and it will happen. It will not happen. You know, you need to be prepared to understand that reality is pharma complex.

Then the plan because of this, that the contract goes back to them. Plan always until you finish your project. I think about that and see you next week with another five minutes PM. Podcast bye.

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Stakeholder Management - PMBOK 5th Edition - Part 2 of 2

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