Project Cycle Management
Assoc. Prof. Erkan DEMİRBAŞ
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First of all
 What is your expectation from taking this course ? (as a
stakeholder)
 Do you have any experience on PCM?
 What do you know!
 What & how it will contribute us?
 How can I use learning outcomes of this course?
 What is your target as a student here?
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Where can I follow the Call
Proposals?
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http://ec.europa.eu/contracts_grants/grants_en.htm
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Adres:
http://www.abgs.gov.tr/online_egitim/
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 www.cfcu.gov.tr
www.mfib.gov.tr
 IPA projects (Instrument for Pre-Accession Assistance )
 Follow Developmeny Agencies in Turkey
 26 agency
 National Agency projects
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Shall I write a project proposal?
Yes,
But in this stage the boss factor is an important factor.
I want to apply but he does not= ıt can not be written
I do not want but the boss wants=it will be written any case
Why shall I do?
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why?
To contribute
your organization,
yourself,
your colleaques,
And your environment
How can I do that?
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Contribution to company;
 Will develop management capacity (human res., time
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planning, quality planning etc.)
Will be known by more people
More costumer
Better sales,
Greater experince on PCM
Easier project applications in the future.
Will have new equipment
Will contribute internationalization process
Become a good model,
Develop relation with public org. &universities etc.
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Contribution to boss
 Opportunity to be close with staff
 During the travels
 Opportunity to improve your language
 Meeting new people
 More experince on PCM
 A better resume
 Put planning in the core of your life
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Contribution to other staff;
 More experince,
 An extra income
 An extra job,
 Writing Project proposal,
 Being an assessor (during the working or after retirement),
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CFCU,
SODES,
Nat. Agency,
Development Agency, (weekly 2 thousandsTL)
Get another skill, (PMP certification)
A better CV,
More friends,
More planning in daily life.
May contribute your academic life
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Contribution to environment;
 Increase the awareness in some important issues (health,
consumer rights, human rights, employment, democracy, poverty)
 Money will enter the economy
 Create new jobs and areas
 Increase employment,
 Growth in production (new equipmnet: Made in Turkey& Made in
EU, no second hand)
 Contribute equal income distribution
 Also especially for teen., youth
 Social inclusion for drug addictives, and other vulnerable groups
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What is project?
A project is a temporary attempt undertaken to create a unique product,
service, or result.
The temporary nature of projects indicates a definite beginning and end.
The end is reached
when the project’s objectives have been achieved
or
when the project is terminated because its objectives will not or
cannot be met,
or
when the need for the project no longer exists.
Temporary does not necessarily mean short in duration. Temporary does
not generally apply to the product, service, or result created by the project;
most projects are undertaken to create a lasting outcome.
For example, a project to build a national monument will create a
result expected to last centuries. Projects can also have social, economic,
and environmental impacts that far outlast the projects themselves.
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 Every project creates
 a unique product,
 service, or
 result.
 A project can create:
 • A product that can be either a component of another
item or an end item in itself,
 • A capability to perform a service (e.g., a business
function that supports production or distribution), or
 • A result such as an outcome or document (e.g., a
research project that develops knowledge that can be
used to determine whether a trend is present or a new
process will benefit society).
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 Examples of projects include, but are not limited to:
• Developing a new product or service,
• Effecting a change in the structure, staffing, or style of
an organization,
• Developing or acquiring a new or modified
information system,
• Constructing a building or infrastructure, or
• Implementing a new business process or procedure.
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Here are some of the characteristics OF PROJECT
 Projects are different from ordinary work. It has to be different
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from your ord. Work, assessor may ask that «you are already
doing this»)
Intended to change things
Projects have a timeframe with a beginning and an end
Projects have to be planned
Projects use resources and need a budget
Projects require evaluation – the criteria for evaluation need to
be established from the beginning
Projects have an outcome, which is not necessarily known at
the outset
The outcome is very often a “product” of some kind
At the end of a project, decisions need to be taken about
whether to use or institutionalise the outcome
Projects involve people
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Projects and innovation
 So, a good first question in project planning is “do we
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need to change?” A good
first principle is:
Look at present practice
Is it OK?
Yes!! – keep it and reinforce it
No!! – change and innovate
(the needs are the eagle-eyed guide of inventions)

Wikings used crystals called «sunstones» when the weather
was cloudy.
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 Understanding the three main components that
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define a project
Large or small, a project always has the following three
components:
✓ Specific scope: Desired results or products
✓ Schedule: Established dates when project work starts
and ends
✓ Required resources: Necessary amounts of people,
funds, and other resources
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These three components are the basis of a project’s
definition for the following three reasons:
The only reason a project exists is to produce the
results specified in its scope.
2. The project’s end date is an essential part of defining
what constitutes successful performance — the desired
result must be provided by a certain time to meet its
intended need.
3. The availability of resources shapes the nature of the
products the project can produce.
1.
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PROJEct constraints
 1-Scope; indicates what the output is;
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Let’s create a new product
A baby’s bed
 Starts to swing wher she cryies,
 Stops after 2 mimutes when she goes to sleep.
 Stops if she tries to stand on the bed,
 If she falls down…….
 2-Time; we have 8 months
 3-Resources:
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Staff (5 technical, 3 adminis., 1 advisor, 1 translater)
equipment, (3 driller)
Raw material (10 kg. copper, 10 mt. cable, …)
Premises (at least 50 m2)
Budget;
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Recognizing the diversity of projects
Projects come in a wide variety of shapes and
sizes. For example, projects can
✓ Be large or small
• Installing a new subway system, which may cost more than $1
billion and take 10 to 15 years to complete, is a project.
• Preparing an ad hoc report of monthly sales figures, which
may take you one day to complete, is also a project.
✓ Involve many people or just you
• Training all 10,000 of your organization’s staff in a new
affirmative action policy is a project.
• Rearranging the furniture and equipment in your office is
also a project.
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✓ Be defined by a legal contract or by an informal
agreement
• A signed contract between you and a customer that
requires you to build a house defines a project.
• An informal promise you make to install a new
software package on your colleague’s computer also
defines a project.
✓ Be business-related or personal
• Conducting your organization’s annual blood drive is a
project.
• Having a dinner party for 15 people is also a project.
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Describing the four stages of a
project
 Starting the project:
 Organizing and preparing:
 Carrying out the work:
 Closing the project:
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Describing the four stages of a project
 ✓ Starting the project: This stage involves generating,
evaluating, and framing
 the business need for the project and
 the general approach to performing it and
 agreeing to prepare a detailed project plan.
 Outputs from this stage may include
 approval to proceed to the next stage,
 documentation of
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the need for the project and
rough estimates of time and resources to perform it (often included in
a project charter),
 and an initial list of people who may be interested in,
involved with, or affected by the project.
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 Organizing and preparing: This stage involves
developing a plan that specifies
 the desired results;
 the work to do;
 the time, the cost, and other resources required;
 and a plan for how to address key project risks.
Outputs from this stage may include
 a project plan
 documenting the intended project results and the time,
resources, and supporting processes to help create them.
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 ✓ Carrying out the work: This stage involves
 establishing the project team and the project support
systems,
 performing the planned work, and
 monitoring and controlling performance to ensure
adherence to the current plan.
 Outputs from this stage may include
 project results,
 project progress reports,
 and other communications.
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 ✓ Closing the project: This stage involves
 assessing the project results,
 obtaining customer approvals,
 transitioning project team members to new assignments,
 closing financial accounts, and conducting a postproject
evaluation.
Outputs from this stage may include
 final, accepted and approved project results
 and recommendations and suggestions for applying lessons
learned from this project to similar efforts in the future.
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For small projects, this entire life cycle can take a few days.
For larger projects, it can take many years!
In fact, to allow for greater focus on key aspects and to make it
easier to monitor and control the work, project managers
often SUBDIVIDE larger projects into separate phases, each
of which is treated as a miniproject
and passes through these four life cycle stages.
No matter how simple or complex the project is, however,
these four stages are the same.
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KIM
People often confuse the following two terms
with project:
✓ Process: A process is a series of routine steps to
perform a particular function,
such as a procurement process or a budget
process.
A process isn’t a one-time activity that achieves a
specific result; instead, it defines how a particular
function is to be done every time.
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✓A Program is defined as a group of related projects
managed in a coordinated way to obtain benefits and
control not available from managing them individually.
A project may or may not be part of a program but a
program will always have projects.
Projects will contribute the objectives of the program.
Please. Show examples from CFCU
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Be flexible
In a perfect world, you complete one stage of your
project before you move on to the next one; and after
you complete a stage, you never return to it again.
But the world isn’t perfect, and project success often
requires a flexible approach that responds to real
situations that
You may face, such as the following:
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✓ You may have to work on two (or more) project
stages at the same time to meet tight deadlines.
Working on the next stage before you complete the
current one increases the risk that you may have to
remake tasks, which may cause you to miss deadlines
and spend more resources than you originally
planned.
If you choose this strategy, be sure people understand
the potential risks and costs associated with it.
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✓ Sometimes you learn by doing.
 Despite doing your best to assess feasibility and develop
detailed plans,
 you may realize you can’t achieve what you thought you
could.
 When this situation happens, you need to return to the
earlier project stages and rethink them in light of the
new information you’ve acquired.
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✓ Sometimes things change unexpectedly.
 Your initial feasibility and benefits assessments are
sound and your plan is detailed and realistic.
 However, certain key project team members leave the
organization without warning during the project.
 Or a new technology emerges, and it’s more
appropriate to use than the one in your original plans.
 Because ignoring these occurrences may seriously
jeopardize your project’s success,
 you need to return to the earlier project stages
 and rethink them in light of these new realities.
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What is Project Management ?
 Project management is the process of guiding a project
 from its beginning through its performance to its closure.
 Project management includes five sets of processes, which
will be described in more detail in the following sections:
KIM: these five process
groups help support the
project through the four
stages of its life cycle.
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Five sets of processes of Project management
✓ 1-Initiating processes:
Each project starts with an idea. Who will pull the trigger, who will say YES. (you may start)
Clarifying the business need, defining high-level expectations and resource budgets, and beginning to identify
audiences that may play a role in your project
✓ 2- Planning processes: Detailing the 1-project scope, 2-time frames, 3-resources, and 4-risks, as well as intended
approaches to 5-project communications, 6-quality, and 7-management of external purchases of goods and services
✓ 3-Executing processes: Establishing and managing the project team, communicating with and managing project
audiences, and implementing the project plans
Preparation:
 Introduce the members of project
 Introduce them with project
 Tell them what to do or ask them what they can do
 Decide how often to come together
 Introduce project to environment
Implementation:
 Do your duty
 Reach the expected qualification
 Lead the team
 Share the information
✓ 4-Monitoring and controlling processes: Tracking performance and taking actions necessary to help ensure
project plans are successfully implemented and the desired results are achieved.
 ınform everone
 Make adjustment if needed
✓ 5-Closing processes: Ending all project activity.
 ınform everone
 Close the budget
 Arrange an evaluation meeting
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 Write a final report
 Project Management Process Groups are linked by the outputs they produce.
 they are overlapping activities that occur throughout the project.
 The output of one process generally becomes an input to another process or
is a deliverable of the project.
 e.g. The Planning Process Group provides the Executing Process Group
with the project management plan and project documents, and, as the
project progresses.
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ALWAYS REMEMBER
Project Life Cycle has 4 Stages
 Projects vary in size and complexity. No matter how
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large or small, simple or complex, all projects can be
mapped to the following life cycle structure (see Figure
2-1):
• Starting the project,
• Organizing and preparing,
• Carrying out the project work, and
• Closing the project.
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Characteristics of the Project Life Cycle
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The generic life cycle structure
characteristics:
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Life Cycle Stages of a project
As illustrated in Figure 1-2, these five process groups help SUPPORT the project
through the four stages of its life cycle.
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How do five processes groups SUPPORT 4 stages?
Initiating processes support the work to be done when starting the project,
Planning processes support the organizing and preparing stage.
Executing processes guide the project tasks performed when carrying out the
work,
Closing processes are used to perform the tasks that bring the project to an end.
The figure highlights how you may cycle back from executing processes to
planning processes when you have to return to the organizing and preparing
stage to modify existing plans to address problems you encounter or new
information you acquire while carrying out the project work.
Finally, monitoring and controlling processes are used in each of the four stages
to help ensure that work is being performed according to plans.
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Successfully performing these
processes requires the following:
 ✓ Information: Accurate, timely, and complete data
for the
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planning,
performance monitoring,
and final assessment of the project
 ✓ Communication: Clear, open, and timely sharing
of information with appropriate individuals and
groups throughout the project’s duration
 ✓ Commitment: Team members’ personal promises
to produce the agreed-upon results on time and
within budget
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Examining the initiating processes
All projects begin with an idea. Perhaps
your organization’s client identifies a need;
or maybe your boss thinks of a new market to explore;
or maybe you think of a way to refine your organization’s
procurement process.
Sometimes the initiating process is informal.
For a small project, it may consist of just a discussion and a
verbal agreement.
In other instances, especially for larger projects, a project
requires a formal review and decision by your boss and/or
other members of your organization’s senior management team.
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Decision makers consider the following two
questions when deciding
whether to move ahead with a project:
✓ Should we do it? Are the benefits we expect to
achieve worth the costs
we’ll have to pay? Are there better ways to approach the
issue?
✓ Can we do it? Is the project technically feasible? Are
the required resources available?
 If the answer to both questions is “Yes,” the project
can proceed to the organizing and preparing
stage, during which a project plan is developed.
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Performing a benefit-cost analysis
A benefit-cost analysis is a comparative assessment
of all the benefits you anticipate from your
project and all the costs to introduce the project,
perform it, and support the changes resulting
from it.
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Considering the planning processes
When you know what you hope to accomplish and you believe it’s possible,
you need a detailed plan that describes
how you and your team will make it happen. Include the following in
your project-management plan:
 ✓ An overview of the reasons for your project
 ✓ A detailed description of intended results
 ✓ A list of all constraints the project must address
 ✓ A list of all assumptions related to the project
 ✓ A list of all required work
 ✓ A breakdown of the roles you and your team
members will play
 ✓ A detailed project schedule
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Also
✓ Needs for personnel, funds, and nonpersonnel
resources (such as equipment, facilities, and
information)
✓ A description of how you plan to manage any
significant risks and uncertainties
✓ Plans for project communications
✓ Plans for ensuring project quality
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The success of your project depends on
1-the clarity and accuracy of your plan
and
2-on whether people believe they can achieve it.
Considering past experience in your project plan makes
your plan more realistic; involving people in the plan’s
development encourages their commitment to
achieving it.
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Examining the executing processes
 After you’ve developed your project-management
plan and set your appropriate project baselines, it’s
time to get to work and start executing your plan.
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Preparing
Preparing to begin the project work involves the
following tasks your plan.
Assigning people to all project roles: Confirm the individuals who’ll perform the project
work, and negotiate agreements with them and their managers to assure they’ll be available to
work on the project team.
✓ Introducing team members to each other and to the project: Help people begin
developing interpersonal relationships with each other. Help them appreciate the overall
purpose of the project and how the different parts will interact and support each other.
✓ Giving and explaining tasks to all team members: Describe to all team members what
work they’re responsible for producing and how the team members will coordinate their
efforts.
✓ Defining how the team will perform its essential functions: Decide how the team will
handle routine communications, make different project decisions, and resolve conflicts.
Develop any procedures that may be required to guide performance of these functions.
✓ Setting up necessary tracking systems: Decide which system(s) and accounts you’ll use to
track schedules, work effort, and expenditures, and set them up.
✓Announcing the project to the organization: Let the project audiences know that your
project exists, what it will produce, and when it will begin and end. (leaflets, brochures etc)
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Suppose you don’t join your project team until the actual
work is getting underway. Your first task is to understand
how people decided initially that the project was possible
and desirable.
If the people who participated in the start of the
project and the organizing and preparing stages overlooked
important issues, you need to raise them now.
When searching for the project’s history, check
minutes from meetings, memos, letters, e-mails, and
technical reports.
Then consult with all the people involved in the initial
project decisions.
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Performing
Finally, you get to perform the project work! The performing subgroup of the
executing processes includes the following tasks:
 ✓ Doing the tasks: Perform the work that’s in your plan.
 ✓ Assuring quality: Continually confirm that work and
results conform to requirements and applicable standards
and guidelines.
 ✓ Managing the team:
 Assign tasks,
 review results,
 and resolve problems.
 ✓ Developing the team: Provide needed training and
mentoring to improve team members’ skills.
 ✓ Sharing information: Distribute information to
appropriate project audiences.
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Examining the monitoring and
controlling processes
 As the project progresses, you need to ensure that
 plans are being followed
 and desired results are being achieved.
 Comparing performance with plans: Collect
information on outcomes, schedule achievements,
and resource expenditures; identify deviations from
your plan; and develop corrective actions.
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 ✓ Fixing problems that arise: Change tasks,
schedules, or resources
 to bring project performance back on track with the
existing plan,
 or negotiate agreed-upon changes to the plan itself.
 ✓ Keeping everyone informed: Tell project
audiences about the team’s achievements, project
problems, and necessary revisions to the established
plan.
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Acknowledging the closing
processes
Finishing your assigned tasks is only part of bringing your
project to a close.
In addition, you must do the following:
✓ Get your clients’ approvals of the final results.
✓ Close all project accounts (if you’ve been charging time and
money to
special project accounts).
✓ Help team members move on to their next assignments.
✓ Hold a post-project evaluation with the project team to
recognize project achievements and to discuss lessons you can
apply to the next project. (At the very least, make informal notes
about these lessons and how you’ll use them in the future.)
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Knowing the Project Manager’s
Role
 The project manager’s job is challenging. For
instance,
 she often coordinates technically specialized
professionals — who may have limited experience
working together — to achieve a common goal.
 Although the project manager’s own work experience is
often technical in nature, her success requires
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a keen ability to
 identify and
 resolve sensitive organizational and interpersonal issues.
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Looking at the project manager’s
tasks
 The project manager must be involved
 in developing the plans
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because she needs the opportunity to clarify expectations
and proposed approaches and
 then to raise any questions she may have before the
project work begins.
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The key to project success is being proactive.
Instead of waiting for others to tell you what to
do,
✓ Seek out information because you know you need it.
✓ Follow the plan because you believe it’s the best way.
✓ Involve people whom you know are important for the project.
✓ Raise
issues and risks,
 analyze them, and elicit support to address them.
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✓ Share information with the people you know need to have it.
✓ Put all important information in writing.
✓ Ask questions and encourage other people to do the same.
✓ Commit to your project’s success.
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Staying aware of other
potential challenges
 New people on new teams: People who haven’t
worked together before and who may not even know
each other may be assigned to the same project team.
 This lack of familiarity with each other may slow the
project down because team members may
 Have different operating and communicating styles
 Use different procedures for performing the same type
of activity
 Not have the time to develop mutual respect and trust
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Do You Have What It Takes to Be
an Effective Project Manager?
 Questions
 1. Are you more concerned about being everyone’s
friend or getting a job done right?
 Answers
 1. Although maintaining good working relations is
important, the project manager often must make
decisions for the good of the project that some
people don’t agree with.
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 2. Do you prefer to do technical work or manage
other people doing technical work?
 2. Most project managers achieve their positions
because of their strong performance on technical
tasks.
 However, after you become a project manager, your
job is to encourage other people to produce highquality technical work rather than to do it all yourself.
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 3. Do you think the best way to get a tough task done
is to do it yourself?
 3. Believing in yourself is important. However, the
project manager’s task is to help other people
develop to the point where they can perform tasks
with the highest quality.
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 4-Do you prefer your work to be predictable or
constantly changing?
 4. The project manager tries to minimize unexpected
problems and situations through responsive planning
and timely control.
 However, when problems do occur, the project manager
must deal with them promptly to minimize their
impact on the project.
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 5. Do you prefer to spend your time developing ideas
instead of explaining those ideas to other people?
 5. Though coming up with ideas can help your project,
the project manager’s main responsibility is to ensure
that every team member correctly understands all
ideas that are developed.
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 6. Do you handle crises well?
 6. The project manager’s job is to provide a cool head
to size up the situation,
 choose the best action,
 and encourage all members to do their parts in
implementing the solution.
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 7. Do you prefer to work by yourself or with others?
 7. Self-reliance and self-motivation are important
characteristics for a project manager. However, the
key to any project manager’s success is to facilitate
interaction among a diverse group of technical
specialists.
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 8. Do you think you shouldn’t have to monitor
people after they’ve promised to do a task for you?
 8. Although you may feel that honoring one’s
commitments is a fundamental element of
professional behavior, the project manager needs both
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to ensure that people maintain their focus and
to model how to work with others cooperatively.
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 9. Do you believe people should be self-motivated to
perform their jobs?
 9. People should be self-motivated, but the project
manager has to encourage them to remain motivated
by their job assignments and related opportunities.
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 10. Are you comfortable dealing with people at all
organizational levels?
 10. The project manager deals with people at all
levels — from upper management to support staff
— who perform project-related activities.
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Project Management Knowledge Areas
 When you are following the 5 process of project management,
KIM Project Management Knowledge Areas as well.
 There are 9 Project Management Knowledge Areas.
1. Project Integration Management
2. Project Scope Management
3. Project Time Management
4. Project Cost Management
5. Project Quality Management
6. Project Human Resource Management
7. Project Communications Management
8. Project Risk Management
9. Project Procurement Management
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Project Management
Process Groups and Project
Management Knowledge Areas
Table 3-1 reflects
the mapping of the 42 project management processes
into
the 5 Project Management Process Groups and
the 9 Project Management Knowledge Areas
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5 Process Groups
And
9 Knowledge Area
are
LINKED each other.
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Example: To make it more clearer,
 just focus on the
 Project Time Management (Knowledge Area)
 And
 Planning Process Group.
 It means, when you are Planning the project, in what
issues you have to be cautious regarding timing.
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We need to answer during the
planning?
5 W+1H
1.
2.
3.
4.
5.
6.
Who will do that?
What will be happened?
Where will it take place?
When will it take place?
Why will that happen?
How will it happen?
 We may also consider & make a plan budget, quality and risks.
 When we are shaping the processes ALWAYS bear in mind the
knowledge areas.
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Case stduy: sheep, wolf and hay take them across the river. (Constraint: two
of them at same time in the boat)
 Keep in mind the integration
 1-(Project Integration Managemet), sheep, wolf, and hay have to be transferred together.
 What am I expected to do, (what, where, why, how? 3 W +1 H rule)
 2-(Project Scope Managemet) (sheep and hay will not be eaten and consumed, will be


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


transferred with wolf)
Cautious with Timing (1W)
 3-(Project Time Managemet) (in a day, I must across the river)
Cautious with your constraints,
 4-(Project Budget Managemet) (Renting&buying a boat)
Cautious with Quality,
 5-(Project Quality Managemet) (live sheep, live wolf, not consumed hay, )
About staff, (Who will do that? 1W rule)
 6-(Project Human Resources Managemet) (a sheperd who is good at boating. )
Cautious with Communications,
 7-(Project Communication Managemet)(a rope for sheep, and strap for wolf)
Cautious with Risks evaluation, 6W 1H 1I

8-(Project Risk Managemet) (sheep may be eaten; sheep and wolf may jump into the river etc/ and
solutions)
 Cautious with procurement,
9-(Project Procurement Managemet) (boat has to be ready when I reach there.)
Those mentioned above are called “Project Knowledge Areas”.

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What to do right know?
 Could you please raise your right hand?

(ımagine they are the 5 Project Process Groups)
 Please raise your left hand

(ımagine they are the 9 Knowledge Areas)
 and clasp right and left hand fingers.
 Interaction between Project process
groups and knowledge areas are also
same.
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Executing
Process
Group
Monitoring
&
Controlling
Process Gr.
Closing
Process
Group
Project Integration Management
Scope Man.
Scope Man.
Time Man.
Time Man.
Cost Man.
Cost Man.
Quality Management
Human Res. Man.
Communication Man.
Risk Man.
Risk Man.
Procurement Man.
Knowledge Areas
Initiating
Process
Group
Planing
Process
Group
Process
Groups
Matching Project Management
Process Groups and Project Management Knowledge Areas
no. of subprocess
share %
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3.3 Initiating Process Group
 The Initiating Process Group consists of those
processes performed
 to define a new project or a new phase of an existing
project

by obtaining authorization to start the project or phase.
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3.3.1 Develop Project Charter
 Develop Project Charter is
 the process of developing a document

that formally authorizes a project or a phase and
 documenting initial requirements

that satisfy the stakeholder’s needs and expectations.
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What we understand what they mean?
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Who is stakeholder
Stakeholders are persons or organizations (e.g., customers,
sponsors, the performing organization, or the public), who are
actively involved in the project or whose interests may be
positively or negatively affected by the performance or
completion of the project.
Stakeholders may also exert influence over
the project, its deliverables, and the project team members.
The project management team must identify both internal
and external stakeholders
 in
order to determine the project requirements and
expectations of all parties involved.
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The following are some examples
of project stakeholders:










Customers/users.
Sponsor.
Portfolio managers/portfolio review board.
Program managers.
Project management office.
Project managers.
Project team.
Functional managers.
Operations management.
Sellers/business partners.
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3.3.2 Identify Stakeholders
Identify Stakeholders is the
 process of identifying all people or organizations
impacted by the project,
 and documenting relevant information

regarding their interests, involvement, and impact on
project success.
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A project can be perceived as having both positive and
negative results by the stakeholders.
An important part of a project manager’s responsibility is
to manage stakeholder expectations.
This can be difficult because stakeholders often have very
different or conflicting objectives.
Part of the project manager’s responsibility is
 to balance these interests
 and ensure that the project
team interacts with
stakeholders in a professional and cooperative manner.
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