Project #156003 - Assignment 13

Computer Tutors

Subject Computer
Due By (Pacific Time) 11/27/2016 05:00 pm

 

Assignment Unit 13: Stakeholder Management

Assignment 13: Stakeholder Analysis

Complete section 13 “Stakeholder Analysis” of your Project Management Plan.

ALSO: Complete sections 14 and 15 to reflect your understanding of the final two PMI Process Groups Monitoring and Controlling and Project Closeout.

 

Please follow the template and the attached rubric

13  STAKEHOLDER ANALYSIS (chapter 13)

13.1 Stakeholder Register with Roles and Responsibilities

Identify and state responsibilities assigned to each major role in the project, and identify the individuals who are responsible for those functions and activities.  A table of may be the best way to depict these.

Stakeholder Name

Organization

Role/Position

(in Current Organization)

Key Project Roles and Responsibilities

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Internal - Identified by Functional Area or resource group and with a description of responsibilities.  External - Identified by Vendor or outsource group and with a description of responsibilities. 

13.2 Stakeholder Analysis

Include Name, Power/Interest, Current & Desired Engagement and Stakeholder Management Strategies

Name

Power / Interest

Current Engagement Level

Desired Engagement Level

Stakeholder Management Strategy

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 


 

14    Monitoring & Control Procedures (Chapters 5-7)

A narrative of the way in which the project will be monitored to ensure that all requirements are met and what control procedures will be used to correct deficiencies.  At a high level this narrative may also include a description of who will be responsible for analyzing this data and who will communicate this data to the sponsor.  

15 Closeout CRITERIA

 

List those activities that must occur to close the project once the final product deliverables have been accepted by the user as specified in section 5.6.

 

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