Читать книгу Project Management For Dummies - Stanley E. Portny - Страница 66

Many different groups of people may influence the success of or have an interest in your project. Knowing who these people are allows you to plan to involve them at the appropriate times during your project. Therefore, identifying all project stakeholders as soon as possible and reflecting any changes in those stakeholders as soon as you find out about them are important steps to take as you manage your project.

To ensure your stakeholder register is complete and up-to-date, consider the following guidelines:

 Eventually identify each stakeholder by position description and name. You may, for example, initially identify people from sales and marketing as stakeholders. Eventually, however, you want to specify the particular people from that group — such as brand manager for XYZ product, Sharon Wilson — and their contact information.

 Speak with a wide range of people. Check with people in different organizational units, from different disciplines, and with different tenures in the organization. Ask every person whether they can think of anyone else you should speak with. The more people you speak with, the less likely you are to overlook someone important.

 Allow sufficient time to develop your stakeholder register. Start to develop your register as soon as you become project manager. The longer you think about your project, the more potential stakeholders you can identify. Throughout the project, continue to check with people to identify additional stakeholders.

 Include stakeholders who may play a role at any time during your project. Your only job at this stage is to identify names so you don’t forget them. At a later point, you can decide whether, when, and how to involve these people (see the later section “Determining Whether Stakeholders Are Drivers, Supporters, or Observers”).

 Include team members’ functional managers. Include the people to whom the project manager and team members directly report. Even though functional managers usually don’t perform project tasks themselves, they can help ensure that the project manager and team members devote the time they originally committed to the project and that they have the resources necessary to perform their project assignments.

 Include a person’s name on the stakeholder register for every role they play. Suppose your manager plans to provide expert technical advice to your project team. Include your manager’s name twice — once as your direct supervisor and once as the technical expert. If your manager is promoted but continues to serve as a technical advisor to your project, the separate listings remind you that a new person now occupies your direct supervisor’s slot.

 Continue to add and remove names from your stakeholder register throughout your project. Your stakeholder register evolves as you understand more about your project and as your project changes. Plan to review your register at regular intervals throughout the project to identify names that should be added or deleted. Encourage people involved in your project to continually identify new stakeholders as they think of them.

 When in doubt, write down a person’s name. Your goal is to avoid overlooking someone who may play an important part in your project. Identifying a potential audience member doesn’t mean you have to involve that person; it simply means you have to consider her. Eliminating the name of someone who won’t be involved is a lot easier than trying to add the name of someone who should be.