لخّصلي

Initiating To officially initiate the project management intranet site project, Erica knew that the main tasks were to identify all of the project stakeholders and to develop the project charter.They decided that key team mem- bers should include one of their full-time consultants with an outstanding record, Michael Chen; one part-time consultant, Jessie Faue, who was new to the company and supported the Project Management Office; and two members of the IT department who supported the cur- rent intranet, Kevin Dodge and Cindy Dawson.After Joe and Erica made the preliminary contacts, Erica documented the stake- holders' roles, names, organizations, and contact information in a stakeholder register, a document that includes details related to the identified project stakeholders.Because many other people would be affected by this project as future users of the new intranet, Joe and Erica also identified other key stakeholders, including their directors of IT, Human Resources (HR), and Public Relations (PR), as well as Erica's administrative assistant.Recall from Chapter 1 that stakeholders are people involved in project activities or affected by them, and include the project sponsor, project team, support staff, customers, users, suppliers, and even opponents to the project.A stakeholder analysis is a technique that project managers can use to help understand and increase the support of stakeholders throughout the project.Additional outputs that Erica found very useful for initiating projects were a stakeholder management strategy and a formal project kick-off meeting.Descriptions of how these outputs were created and sample docu- ments related to each of them are provided for this project.

Initiating
To officially initiate the project management intranet site project, Erica knew that the
main tasks were to identify all of the project stakeholders and to develop the project charter.
Table 3-3 shows these processes and their outputs, based on the PMBOK® Guide, Fifth Edition.
The main outputs are a project charter and a stakeholder register. Additional outputs that Erica
found very useful for initiating projects were a stakeholder management strategy and a formal
project kick-off meeting. Descriptions of how these outputs were created and sample docu-
ments related to each of them are provided for this project. Recall that every project and every
organization is unique, so not all project charters, stakeholder registers, and other outputs will
look the same. You will see examples of several of these documents in later chapters.
Identifying Project Stakeholders Erica met with Joe Fleming, the project’s sponsor, to
help identify key stakeholders for this project. Recall from Chapter 1 that stakeholders are
people involved in project activities or affected by them, and include the project sponsor,
project team, support staff, customers, users, suppliers, and even opponents to the project.
Joe, the project sponsor, knew it would be important to assemble a strong project team, and
he was very confident in Erica’s ability to lead that team. They decided that key team mem-
bers should include one of their full-time consultants with an outstanding record, Michael
Chen; one part-time consultant, Jessie Faue, who was new to the company and supported the
Project Management Office; and two members of the IT department who supported the cur-
rent intranet, Kevin Dodge and Cindy Dawson. They also knew that client inputs would be
important for this project, so Joe agreed to call the CEOs of two of the firm’s largest clients to
see if they would be willing to provide representatives to work on this project at their own
expense. All of the internal staff Joe and Erica recommended agreed to work on the project,
and the two client representatives were Kim Phuong and Page Miller. Because many other
people would be affected by this project as future users of the new intranet, Joe and Erica
also identified other key stakeholders, including their directors of IT, Human Resources (HR),
and Public Relations (PR), as well as Erica’s administrative assistant.
After Joe and Erica made the preliminary contacts, Erica documented the stake-
holders’ roles, names, organizations, and contact information in a stakeholder register, a
document that includes details related to the identified project stakeholders. Table 3-4
provides an example of part of the initial stakeholder register. Because this document
would be public, Erica was careful not to include information that might be sensitive, such
as how strongly the stakeholder supported the project and his potential influence on the
project. She would keep these issues in mind discreetly and use them in developing the
stakeholder management strategy.
A stakeholder analysis is a technique that project managers can use to help understand
and increase the support of stakeholders throughout the project. Results of the stakeholder
analysis can be documented in a stakeholder register or in a separate stakeholder