Tag Archives: Stakeholders

The Extended Project Team

Who are the people involved in delivering a project?

This post is a section of a chapter on project management plan. It is per our CAMMP™ Model, Version 3, and from the Project Management beyond Waterfall and Agile book that will be published later this summer.

This section addresses the people aspects, a vital section of the Project Management Plan of a given project. Continue reading

What is the difference between stakeholder and shareholder?

Kids were having steak for lunch so they were steakeholders 🙂

Well, our topic today is not about steakholders but stakeholders and shareholders. No cup holders for today.

Honestly, this topic is easy and straight forward. We do not often see too much confusion between the two terms in our workshops. People understand the term shareholder and they know it is different from a stakeholder. The confusion is often about the stakeholders themselves – there is no clear understanding of who are the stakeholders.

Two videos for you – the first focuses on shareholders versus stakeholders. The second video is actually an audio presentation discussing stakeholders.

Let us know what you think.

Thanks

Case Study | Project control and stakeholders’ involvement

This article is the third of a series of articles specific to case studies from the author own projects’ experience. We have recently presented these case studies as a workshop; part of a Project Management Conference (PM360) in Singapore that was organized by Knowledge Method, sponsored by RMC Project Management, and supported by SUKAD and two other partners. Continue reading

Managing a project across the project life span (cycle)

We would like to share with you another eBook that we are publishing. This is our fourth eBook in total, and the third in a 4-ebooks series. Continue reading

Why some PMO fails or are challenged?

Why some (or maybe many) Project Management Offices fail?

What are the gaps in PMO implementation?

What is the organizational impact?

Why failed PMO might damage project management in the organization or at least dilute its value? Continue reading