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Topic: Project stakeholders

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Extreme project management

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	Project Stakeholders
		Project stakeholders are individuals and organizations that are actively involved in the project, or whose interests may be affected as a result of project execution or project completion.
		Negative stakeholders are often overlooked by the project team at the risk of failing to bring their projects to a successful end.
		In addition to these key stakeholders, there are many different names and categories of project stakeholders, including internal and external, owners and investors, sellers and contractors, team members and their families, government agencies and media outlets, individual citizens, temporary or permanent lobbying organizations, and society-at-large.
	www.tensteppb.com /2.2ProjectStakeholders.htm (887 words)

	Project Management Encyclopedia Articles @ LaunchBase.com (Launch Base) (Site not responding. Last check: 2007-10-20)
		The challenge of project management is the optimized integration and allocation of the inputs needed to meet those pre-defined objectives.
		The generalization of Extreme Programming to other kinds of projects is extreme project management, which may be used in combination with the process modeling and management principles of human interaction management.
		Agile project management approaches based on the principles of human interaction management are founded on a process view of human collaboration.
	www.launchbase.com /encyclopedia/Project_management (1869 words)

	Netways e-Solutions Methodology - Project Management Life Cycle
		Project Management is accomplished through the use of the processes such as initiating, planning, executing, controlling, and closing.
		Project Stakeholders are individuals and organizations that are actively involved in the project, or whose interest may be positively or negatively affected as a result of project execution or project completion, they may alo exert influence over the project and its results.
		Project performance must be monitored and measured regularly to identify variances from the project plan.
	www.netways.com /project_management.shtml (1450 words)

	Managing the Project Environment
		Such an analysis would be designed first to identify all the potential stakeholders who might have an impact on the project, and then to determine their relative ability to influence it.
		Having identified the various stakeholders, each may be assigned to a category according to their relative ability to influence the project.
		If the project is large enough, or the stakeholder linkages are sufficiently intense, the project team's efforts may be assigned to a specific group within the project team.
	www.maxwideman.com /papers/projenviron/stakeholders.htm (313 words)

	:: Project Management :: (Site not responding. Last check: 2007-10-20)
		The Project Management Procedures, which describe how the project will be managed, are an effective way to communicate the processes to the project team, the customers, the stakeholders, and the clients.
		While the project in the execution phase of development, JDM proactively solicits potential issues from any project stakeholders, including the project team, clients, sponsors, etc. These issues can be surfaced through verbal or written means, and they are formally documented using an Issue Submission Form.
		Every project of a reasonable size has a detail plan on document management, which has detail steps of what should be taken into account for the smooth handling of the documents for a project.
	www.typei.com /project-management.htm?PHPSESSID=42d1ee92c6fce99f0d9abd1a5021656a (1145 words)

	Social Analysis Electronic Sourcebook
		Stakeholders do not merely have an opinion, and they are not just present where the project is working.
		Stakeholders, be they organizations, groups, or individuals, have interests-something at stake-in the project's outcome.
		Stakeholders thus include both those who affect and those who are affected by the project.
	www.worldbank.org /socialanalysissourcebook/5elements3.htm (142 words)

	Active Stakeholder Participation: Enhancing XP's Onsite Customer Practice
		My definition of project stakeholder and developer may be different than yours, or perhaps you prefer different terms.
		Stakeholders, as indicated early, must to be prepared to share business knowledge with the team and to make both pertinent and timely decisions regarding project scope and requirement priorities.
		For senior managers to effectively support your project they must first understand the technologies and techniques that your team is using, understand why your team is using them, and understand the implications of using them.
	www.agilemodeling.com /essays/activeStakeholderParticipation.htm (1326 words)

	Wideman Comparative Glossary of Project Management Terms v3.1
		Project risk is characterized by three factors: risk event, risk probability and the amount at stake.
		A subset of project management that includes initiation, scope planning, scope definition, scope verification and scope change control in an effort to ensure that the project has all of the necessary work required to complete it.
		Projects should have a high level comprehensive definition of the way they are to be developed and managed.
	maxwideman.com /pmglossary/PMG_P14.htm (1202 words)

	Stakeholders
		All the projects that we work on seem to have one thing in common: developers are concerned about the difficulty of involving the right stakeholders to discover, specify, and test requirements.
		We ran the Stakeholder Concerns Survey (see Table 1) to better understand what people mean when they say, "We have a problem with our stakeholders." We asked each participant to choose one stakeholder concern that causes the biggest problem in his or her environment.
		A project stakeholder is someone who gains or loses something (could be functionality, revenue, status, compliance with rules, and so on) as a result of that project.
	easyweb.easynet.co.uk /~iany/consultancy/stakeholders_without_tears/stakeholders_without_tears.htm (2040 words)

	Microsoft Office Assistance: Goal: Define project deliverables
		The project life cycle is outlined in The Project Map, where you can find a link to an article about each project management goal.
		Assign each deliverable to a separate phase (phase: A group of related tasks that completes a major step in a project.) of the project, and use a milestone (milestone: A reference point marking a major event in a project and used to monitor the project's progress.
		This is useful for projects where trade-offs can be made in the scope (scope: The combination of all project goals and tasks, and the work required to accomplish them.) and quality of the deliverable to meet a fixed finish date (finish date: The date that a task is scheduled to be completed.
	office.microsoft.com /en-us/assistance/HA010970121033.aspx (880 words)

	Extreme project management - Wikipedia, the free encyclopedia
		Extreme project management is a generalization of extreme programming.
		Advanced approaches to extreme project management utilize the principles of human interaction management to deal with the complexities of human collaboration.
		Doug DeCarlo's eXtreme Project Management Department on Gantthead.com
	en.wikipedia.org /wiki/Extreme_project_management (185 words)

	Celoxis: Project Management Articles
		Project managers and personnel frequently compound the issue by automatically assuming requirements will change; yet, they fail to plan for, or proactively anticipate changes.
		Stakeholder analysis typically refers to the range of techniques or tools used to identify and understand the needs and expectations of major interests inside and outside the project environment.
		The ultimate for our project would be to design a similar script and accompanying choreography to outline policy, identify existing and potential interactions among players, design interventions and negotiations, accurately predict risks and thresholds, and anticipate sources of conflict and cooperation.
	www.celoxis.com /html/articles.php/project_clarity_stakeholder_analysis1.html (1098 words)

	STSC CrossTalk - Project Clarity Through Stakeholder Analysis - Dec 2000 (Site not responding. Last check: 2007-10-20)
		To refine the previous stage, stakeholders should be listed in a table or spreadsheet with their key interests, potential level of project impact, and priority in relation to other stakeholders.
		Stakeholder E is a subject matter expert that we want to maintain a close partnership with during critical project phases because of this advanced design experience.
		Stakeholder analysis is a technique that can help project team members understand the variety of stakeholders that have an interest in the project, and the individual nuances that can affect project risk.
	www.stsc.hill.af.mil /crosstalk/2000/12/smith.html (3621 words)

	Microsoft Office Online: Communicate with project stakeholders (Site not responding. Last check: 2007-10-20)
		Consider setting up a project hotline that team members can call when instant communication is required, such as during local weather emergencies or critical project times.
		As project manager, you need to review and approve all status reports, presentations, and other formal communications before they are delivered.
		Project communications can provide the chance for staff at all levels to improve their skills.
	office.microsoft.com /en-us/FX011466281033.aspx (962 words)

	Construction Project Management Advanced
		Construction Project Case Study: You begin the second case study, DUO Project case study by reading about the project environment and the catastrophic failure of an identical project the previous year, and the concerns of the wary stakeholders.
		You'll examine the project plan developed by former PM and his project schedule looking for opportunities to shorten duration by reallocating resources to critical path tasks and optimizing the design of the predecessor network.
		Use a project from your work and apply the course techniques to it as a demonstration of your competency in the techniques taught in the course.
	www.4pm.com /classes/123mecp.htm (2978 words)

	NLG Project Planning: A Tutorial
		The key to successful completion of a project is to have a core team of stakeholders who will participate in all phases of your project.
		project director, who is the main person responsible for the performance of the project and the main point of contact with the funding organization, e.g.
		Once the project goals have been formulated in the phase Define the Project, think of ways to reinforce them throughout all the phases.
	www.imls.gov /project_planning/module01/defineproject/stakecomm.asp (644 words)

	Project Management Processes
		The project plan acts as a guide for project implementation by describing what needs to happen, who needs to do it and when.
		Controlling project scope is often one of the most difficult tasks for a project manager.
		A project manager needs to precisely define roles and responsibilities so that there is no confusion over who does what and who decides what.
	www.lcpowers.com /howpm.htm (963 words)

	Artemis 7, Program Management, IT Project Management, Portfolio Management
		This is vital in helping the different stakeholders make the right decisions at the right time, and align their efforts to the overall corporate strategy.
		The project methodology template performs the same workflow role, but at the project execution level, where project team members are required to review, complete or approve key milestones, deliverables and project phases.
		Updates to project status are also captured and risks, issues and discussion threads may be shared across the project team.
	www.aisc.com /Product/1 (1957 words)

	Dr. Dobb's \| Managers Manage \| September 10, 2002
		Agile project managers realize that project artifacts have also changed; requirements specifications are no longer frozen and thorough, but are flexible and informally documented.
		The project manager's job is to enable team members, including actively participating stakeholders, to be as effective as possible—and then to get out of their way.
		Project stakeholders perceive agile project managers differently: You're no longer the IT weenie with status reports and project plans; now you're the person who helps to build working software on a regular basis.
	www.ddj.com /dept/architect/184414912 (1564 words)

	Rights and responsibilities of project stakeholders
		Project stakeholders have rights that must be respected by software developers.
		In last week's tip, Active stakeholder participation, you were introduced to Agile Modeling (AM)'s definition of a project stakeholder.
		In my opinion, these rights and responsibilities effectively define a contract between a development team and its project stakeholders -- a contract that must be honored for your project team to be successful.
	www-128.ibm.com /developerworks/webservices/library/co-tipstkrr.html (439 words)

	The Art of Agile Presentations
		The bottom line is that you need to be prepared to give presentations to project stakeholders, and agile models can and should be a part of your presentations.
		Project stakeholders decide whether they wish to have a presentation.
		Like documentation, the decision to hold a presentation to project stakeholders is a business one that is the purview of your project stakeholders.
	www.agilemodeling.com /essays/presentations.htm (771 words)

	Project Stakeholders
		The project planning phase explored the issues related to various stakeholders, including target customers, vendors and financial institutions.
		Their input has been used in finalising the various components of the project including the form of the interest subsidy, the awareness raising programmes, vendor qualification process, etc. This consultative approach will continue to be used during implementation with a view to obtaining feedback on the project performance and suggestions for improvement.
		The scheme is thus based on stakeholder needs and preferences and can be expected to have their full commitment.
	www.uneptie.org /energy/act/fin/india/stakeholders.htm (654 words)

	IT Project Management Advanced (Site not responding. Last check: 2007-10-20)
		IT Project Case Study: You begin the second case study, DUO by reading about the project environment and the catastrophic failure of this same project last year and learn about the concerns of the wary stakeholders.
		IT Project Case Study: You identify the risks the project faces and present those project risks, their mitigation and the trade-offs between scope, cost and duration to the company president.
		IT Project Case Study: Working on the DUO case study, you’ll prepare a work package for a team member that will fully detail their assignment and provide a basis for accurate estimating.
	www.4pm.com /classes/113syllabusA.htm (1523 words)

	Dr. Dobb's \| Groundwork for Project Success \| January 1, 2002
		A great way to start a project is to have a one-on-one with the most senior person in the company who cares about the project, and will give you his or her time.
		In order for a project of any size to get approval, someone with some staff or budget had to decide it was a good idea—and possibly they had to earn their boss's approval as well.
		Obtain a one-on-one meeting with the sponsor and talk with him or her about several things: what she or he expects the project will accomplish, the business imperative, the decision process, which other departments should be included, and how you should include them.
	www.ddj.com /dept/architect/184413274 (2928 words)

	Active stakeholder participation
		Project success often requires a greater level of involvement by project stakeholders:
		Your project needs the active participation of a wide range of project stakeholders to be successful.
		It is critical to understand who your potential project stakeholders are and the potential roles that they will play in your development efforts.
	www-128.ibm.com /developerworks/webservices/library/co-tipstk.html (820 words)

	Civic Art and the City of God: Traditional Urban Design and Christian Evangelism (Site not responding. Last check: 2007-10-20)
		To date, there are four primary types of New Urbanist projects, all of which have as their goal the creation of low-rise, high density, walkable, mixed-use settlements with a legible hierarchy of squares, streets, and civic buildings.
		Then there are the various project stakeholders—most obviously the developer—but also persons from the local planning department, bankers, various civic and business leaders, and so forth.
		If there is currently a major weakness in the New Urbanist approach to greenfield and brownfield projects, it is that such projects are driven too much by the housing industry; with the result that there is a clear “lag” between the communal aspirations of New Urbanists and the physical manifestations of community in such projects.
	www.acton.org /publicat/m_and_m/2003_spring/bess.html (6350 words)

	EPA - Air Toxics Website - Electric Utilities MACT Project Stakeholders Meeting
		John Seitz welcomed attendees to the meeting as a follow-up on EPA's commitment made in June 2000 promising to solicit and consider the ideas/comments of the groups affected by the regulatory process.
		Outcomes from both groups could be used to inform both the regulatory process as well as the legislative process (i.e., various multi-pollutant bills).
		The industry representatives indicated that a time line for the regulatory development is needed that includes "drop dead" dates for inclusion of the new research results into the process.
	www.epa.gov /ttn/atw/combust/utiltox/util_031201.html (718 words)

	Docutils Project Documentation Overview
		Core-developers: developers of the Docutils codebase and participants in the Docutils project community.
		Core-developers are also client-developers, and may also be component-developers in other projects.
		They are kept at the top level of the Docutils project directory.
	docutils.sourceforge.net /docs (337 words)

	Auerbach Online Catalog (Site not responding. Last check: 2007-10-20)
		Lean Performance ERP Project Management: Implementing the Virtual Supply Chain integrates strategy, people, process, and information technology into a project management methodology that applies Lean thinking to all processes.
		The author provides a template of the stages encountered when moving to competitive supply chains, delineates the processes that organizations must implement if they are to advance from one stage to the next, and describes best practices for how to get there.
		The ROI from Software Quality provides the tools needed for software engineers and project managers to calculate how much they should invest in quality, what benefits the investment will reap, and just how quickly those benefits will be realized.
	www.auerbach-publications.com /dynamic_data/2503_1393_catalog.htm (12956 words)

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