SCOPE, STAKEHOLDER & AHMET LEVENT YENER, PhD

COMMUNICATIONS
MANAGEMENT MUSTAFA HAFIZOĞLU, PMP
 Step 1: Defining the Project Scope
• Project Scope
– A definition of the end result or mission of the project—a
product or service for the client/customer—in specific,
tangible, and measurable terms.
• Project Scope Management
– The processes required to ensure that the project includes
all the work required to complete the project successfully.
• Purpose of the Scope Statement
– To clearly define the deliverable(s) for the end user.
– To focus the project on successful completion of its goals.
– To be used by the project owner and participants as a
planning tool and for measuring project success.

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 Project Scope Checklist

Project scope is the keystone interlocking all

elements of a project plan.

1. Project objective: what, when, how much?

2. Deliverables
3. Milestones : significant events
4. Technical requirements
5. Limits and exclusions
6. Reviews with customer

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 Step 2: Establishing Project Priorities
• Causes of Project Trade-offs
– Shifts in the relative importance of criteria related to cost, time,
and performance parameters
• Budget–Cost
• Schedule–Time
• Performance–Scope

• Managing the Priorities of Project

Trade-offs
Constrain: a parameter is a fixed
requirement.
Enhance: optimizing a parameter over
others.
Accept: reducing (or not meeting) a
parameter requirement.
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 Project Priority Matrix

Figure displays the priority matrix for the development of

a new cable modem. Because time to market is important
to sales, the project manager is instructed to take the
advantage of every opportunity to reduce completion
time. In doing so, going over budget is acceptable though
not desirable.
At the same time, the original
performance specifications for
the modem as well as reliability
standards cannot be
compromised.

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 Project Priority & Scope Management

• Example Exercise
https://youtu.be/1e1tkmg-bXQ

• Detailed Example for Group Discussion

https://youtu.be/kmJ59yyYza4 (The WASA, a true
story)

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 Scope Statement - Example

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 Scope, Requirements Management &
Stakeholder Manageme

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 Scope Statement - Exercise

You are in charge of organizing a dinner-dance

concert for a local charity. You have reserved a hall
that will seat 30 couples and have hired a jazz combo.

a) Develop a scope statement for this project that

contains project objective, deliverables, milestones,
technical requirements, limits/constraints and
exclusions/assumptions. Assume that the event will
occur in 4 weeks and provide your best guess
estimate of the dates for milestones.

b) What would the priorities (priority matrix) likely be for

this project?
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 Step 3: Stakeholder Management

• Stakeholders are:
–People and organizations that are actively involved in
the project, or whose interests may be positively or
negatively affected by the project.

• Creating and maintaining relationships is central

to managing stakeholder expectations
• Stakeholder management continues throughout
the project lifecycle
–Stakeholders are initially identified in the Project
Charter
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 Overview of Stakeholder Management

• Overview Stakeholder management

https://www.youtube.com/watch?v=fbUM12IiGms

• As a group, brainstorm your Project Stakeholders

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 Step 3: Stakeholder Management
• Analyze Stakeholder Needs by Mapping
Dependencies
–Project team perspective:
• Whose cooperation will be needed?
• Whose agreement or approval will we need?
• Whose opposition would keep us from accomplishing the
project?
–Stakeholders’ perspective:
• What differences exist between the team and those on whom
the team will depend?
• How do the stakeholders view the project?
• What is the status of our relationships with the stakeholders?
• What sources of influence does the team have relative to the
stakeholders?
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 Network of Stakeholders

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 Stakeholder Map

• Concrete example for stakeholder map “Introduction to

Stakeholder Maps"
https://www.youtube.com/watch?v=bOIT1GKVMd8

• As a group, create your Project Stakeholder Map

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 Stakeholder Map

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 Stakeholder Management

Project Management Maxims:

You can’t do it all and get it all done.
Projects usually involve a vast web of relationships.
What’s important to you likely isn’t as important to someone
else.
Different groups have different stakes (responsibilities,
agendas, and priorities) in the outcome of a project.
Hands-on work is not the same as leading.
More pressure and more involvement can reduce your
effectiveness as a leader.
Remember: project management is tough, exciting, and
rewarding—endeavor to persevere.

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 Step 4: Creating the Work
Breakdown Structure

• Work Breakdown Structure (WBS)

–An hierarchical outline (map) that identifies the
products and work elements involved in a project.
–Defines the relationship of the final deliverable (the
project) to its sub-deliverables, and in turn, their
relationships to work packages.
–Best suited for design and build projects that have
tangible outcomes rather than process-oriented
projects.

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 Responsibility Matrix
• Also called a linear responsibility chart.
• Summarizes the tasks to be accomplished and
who is responsible for what on the project.
–Lists project activities and participants.
–Clarifies critical interfaces between units and
individuals that need coordination.
–Provide a means for all participants to view their
responsibilities and agree on their assignments.
–Clarifies the extent or type of authority that can be
exercised by each participant.

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 Responsibility Matrix for a Market Research Project

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 Responsibility Matrix for the Conveyor Belt Project

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 Project Communications Management
• Project Communications Management provides the critical
links between people, ideas, and information that are
necessary for project success.
• Determining the correct method of passing information to one
team member or all team members is critical so that ideas,
instructions, policies, etc., are passed correctly to everyone,
either horizontally or vertically within the organization.
• Successful business transactions equate to the complete
interaction and exchange of knowledge or information
between individuals.
• Without an effective and consistent transfer of continuous
information between the sender and receiver, the
understanding of the message is doomed for failure leading to
project disruption or even worse.

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 Communications Management

• Everyone involved in the project must be

prepared to send and receive communications,
and must understand how these
communications affect the project as a whole.
• Project Communications Management includes
the processes required to ensure timely and
appropriate generation, collection,
dissemination, storage, and disposition of
project information.

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 Communications Planning
• Communications planning involves determines
the information needs of the stakeholders:
–Who need what information
–When they will need it
–How it will be given to them, and by whom
• Developing a communication plan
–Stakeholder analysis
–Information needs
–Sources of information
–Dissemination modes
–Responsibility and timing

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 Communication Plan

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 Information Distribution
• Communicating dimensions:
–Written and oral
–Visual and audiovisual
–Internal (within the project) and external (customer,
the media, the public)
–Formal (reports, briefings) and informal (memos, ad
hoc conversations)
–Vertical (up and down the organization) and horizontal
(with peers)

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 Communications Pitfalls
• Communication pitfalls may endanger project
implementation
– Lack of common language (understanding)
– Lack of communication systems
– Communications overload
• Filtering is a phenomenon that occurs when a
large portion of the message is lost in upward or
downward communication between
subordinates and their supervisors or
stakeholders.

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