Project Management For Dummies. Stanley E. Portny
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before a new contract for any remaining or additional work is executed.Change orders: We all hope to be able to foresee every possible “gotcha” that could arise before our projects even begin but, alas, hope is never a winning strategy. When scope changes, change orders capture the nature of the change and any associated budget, schedule, or resource implications. See Chapter 14 for more on this.
Other artifacts: Some artifacts don’t fit into one of the previous buckets, but are useful and add value, nonetheless. Examples include:Bid documents: Help to answer necessary questions to enable an informed procurement decision, including request for information (RFI), request for quotation (RFQ), and request for proposal (RFP).Requirements document: Depending on the type of project, this is often broken down further into a business requirements document, functional requirements document, and technical requirements document. See Chapter 5 for more on this.
Relating This Chapter to the PMP Exam and PMBOK 7
Table 3-1 notes topics in this chapter that may be addressed on the Project Management Professional (PMP) certification exam and that are also included in A Guide to the Project Management Body of Knowledge, 7th Edition (PMBOK 7).
TABLE 3-1 Chapter 3 Topics in Relation to the PMP Exam and PMBOK 7
| Topic | Location in This Chapter | Location in PMBOK 7 | Comments |
|---|---|---|---|
| Business case | “Proposing a project in a business case” | 2.6.1 Delivery of Value | PMBOK 7 discusses the business case as a tool to justify a project and assess anticipated business value in a manner that can be periodically measured to understand ongoing project health. |
| Project charter | “Developing the Project Charter” | 4.6.1 Strategy Artifacts | The project charter is referenced in PMBOK 7, but without much detail. |
| Cost-benefit analysis | “Performing a cost-benefit analysis” | 4.4.1 Data Gathering and Analysis | Similarly, cost-benefit analysis is mentioned in PMBOK 7 but at a high level and without much detail. |
| Feasibility study | “Conducting a feasibility study” | 2.3.5 Life Cycle and Phase Definitions | PMBOK 7 covers feasibility as a phase in a project life cycle but does not mention a feasibility study directly. |
| Tailoring | “Tailoring Your Delivery Approach” | Section 3: Tailoring | A new section is dedicated to tailoring in PMBOK 7, before which it was considered a component to address at the onset of each Knowledge Area rather than a stand-alone concept. Many examples of tailoring described in this chapter align with those described in PMBOK 7. |
| Models, methods, and artifacts | “Identifying the Models, Methods, and Artifacts to Use” | Section 4: Models, Methods, and Artifacts | Models, Methods, and Artifacts is afforded its own distinct section for the first time in PMBOK 7. |
Chapter 4
Knowing Your Project’s Stakeholders: Involving the Right People
IN THIS CHAPTER
Often a project is like an iceberg: Nine-tenths of it lurks below the surface. You receive an assignment and think you know what it entails and who needs to be involved. Then, as the project unfolds, new people emerge who may affect your goals, your approach, and your chances for project success.
You risk compromising your project in the following ways when you don’t involve key people or groups in your project in a timely manner:
You may miss important information that can affect the project’s performance and ultimate success.
You may insult someone. And you can be sure that when someone feels you have slighted or insulted them, they’ll take steps to make sure you don’t do it again!
As soon as you begin to think about a new project, start to identify people who may play a role. This chapter shows you how to identify these candidates; how to decide whether, when, and how to involve them; and how to determine who has the authority, power, and interest to make critical decisions.
Understanding Your Project’s Stakeholders
Plan whether, when, and how to involve them.
Determine whether the scope of the project is bigger or smaller than you originally anticipated.
You may hear other terms used in the business world to describe project stakeholders, but these terms address only some of the people from your complete project stakeholder register. Here are some examples:
A distribution list identifies people who receive project communications. These lists are often out-of-date for a couple of reasons. Some people remain on the list simply because no