PMBOK...step by step...step 3

STAKEHOLDERS - persons or organizations(customer,sponsor,etc), who are actively involved in the project or whose interests may be positively or negatively affected by the performance or completion the project.

Stakeholders have different levels of responsibility and authority;it can be changed during the project life cycle (from occasional contributions to full project sponsorship). Identifying stakeholders and understand their relative degree of influence on a project is critical; failure on that extend time-line and raise costs.

Examples of stakeholders

• customers/users - may be internal or external,they will use result;
  
• sponsor - person or group that provides the financial resources in cash or in kind;sponsor may be involved in authorizing changes in scope,phase-end reviews,go/no-go decisions when risks are high.
  
• Portfolio managers/Portfolio review board - they review each project for its return of investment,the vale of project,risk and other project attributes
  
• Program managers - responsible for managing related projects in a coordinated way to obtain benefits and control not available from managing them individually.
  
• Project management office - centralized and coordinated management of those projects under its domain. PMO can: provide policies,methodologies,templates;training,mentoring,coaching of PM;project support,guidance,training;centralized communication among project managers
  
• Project managers - PM should:develop pr plan and related component plan;keep project on track in terms of budget and schedule;identify,monitor and respond to risk;provide accurate and timely reporting of project metrics.
  
• Project team
  
• Functional managers - play management role in administrative or functional area of business:HR,finance,accounting,procurement.
  
• Operations management - management role in a core business area:research,development,design,testing,maintenance.
  
• Sellers/business partners - vendors,suppliers,contractors
  

ORGANIZATIONAL INFLUENCES ON PROJECT MANAGEMENT... The organizational culture,style and structure,and organizations PM maturity influence on how the projects are performed.

• Organizational cultures and styles: known as "Cultural norms", influence on projects ability to meet defined objectives. Many organizations share same cultural norms like policies, methods,working hours,work ethic etc. The project manager must know who are the key players and decision makers in the organization and collaborate with them to ensure project goals achievement.
  


• Organizational structure: affect the availability of resources. Organizational structures range from functional to projectized with a variety of matrix structures between them. The classic functional organization is based on a hierarchy where each employee has one clear superior. Matrix organizations are blend of functional and projectized characteristics,from weak matrices similar to functional to strong matrices similar to projectized organization. Many organizations use different structures on different levels.


• Organizational Process Assets - formal and informal plans,policies,procedures,guidelines,knowledge basis(learned lessons,hystorical informations) etc
  
  
  
  • 1.Processes and Procedures:safety and health policy,ethics policy,product and project life cycle, guidelines,work instructions,templates, organizational communication requirements, time reporting, financial control procedures, issue and defect management procedures etc
    
  
  
  • 2. Corporate Knowledge Base - process measurement databases, historical information and lessons learned, issue and defect status, configuration management knowledge basis, financial databases etc.