Stakeholder Performance Domain

The stakeholder performance domain is a new concept introduced by the new PMBOK 7 as one of the 8 performance domains. It includes all necessary processes and actions to engage current or future parties who are interested in the project, who has the potential to affect outcomes of the project, or who are somehow affected by the project

We have identified parties that may have a positive or negative impact on the project, or that are considered to be excluded from the project in any way as stakeholders. Stakeholder management includes identifying these people, analyzing their impact on the project, and managing their expectations, and maximizing their participation in the project. Stakeholder management begins at the earliest stage of a project. Because even at the earliest stages, knowing the characteristics of stakeholders is a research that will give an idea of the success of the project. 

In PMBOK 6 there are three processes in the stakeholder management knowledge area which are;

  • Identify Stakeholders
  • Plan Stakeholder Engagement
  • Manage Stakeholder Engagement
  • Monitor Stakeholder Engagement

According to a study conducted by Gartner on group project management skills, the main reasons why projects fail are crisis management, lack of communication, and insufficient stakeholder management. Your stakeholders may not always be eager to engage in project processes, but regardless of the situation, engaging stakeholders in processes at the early stages of the project will definitely increase the chances of success for the project. 

If you want your stakeholders to be willing to participate, the main method to do so will be to identify and carefully highlight the common points between the goals of the project and the goals of your stakeholders. Managing the expectations of stakeholders is a completely different dimension of the business. Here, the main point to consider will be the objective identification and documentation of stakeholder requirements. Acting on assumptions about stakeholder requirements is one of the common mistakes in project management.

All projects have project outputs that show where you are in the goals and objectives set at the beginning. With PMBOK 7, we'll be focusing more on outcomes than outputs. In order for these results to be evaluated, to achieve the desired success, it is necessary to constantly work together with stakeholders and exchange ideas. Working with stakeholders on the results of the project will contribute to the formation of a common understanding when the results arise. With effective and thorough stakeholder analysis and stakeholder management, the questions in stakeholders' minds can be answered without any special effort and stakeholders that are candidates to be potential obstacles on the way of the success of the project can be kept under control. In order to do this action plans should be created for them by identifying their possible resistance points.

With PMBOK 7 our approach to guarantee stakeholder engagement has changed a little. The term stakeholder management seems to be forceful and directing. In reality, the project leader or project manager does not have the authority to manage stakeholders. A project manager can only try to engage them in the project by finding common objectives and providing motivational factors. In the new approach introduced by PMI, we need to grant this engagement according to the stewardship delivery principle of PMBOK 7. The traditional approach of stakeholder management was a little bit cold approach that treats people as resources, especially when identifying, managing, and controlling their engagement. However, the stewardship model cares about everyone related to the project and continuously makes sure that every stakeholder has everything they need to achieve their roles. The project leader here has the responsibility to provide the optimal environment for stakeholder engagement.

Manage Quality Process

Plan Risk Management Process

Procurement Management