How can stakeholders help with prioritization?

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Stakeholder Strategy: Finding the Pulse and the Power

by Jiju (Jay) Nair, PMP

Most of the strategy and technique that need to be developed in the critical area of stakeholder management will come as part of the practitioner’s experience negotiating real-world project issues. However, it is always a good idea to pay heed to some proven practical pointers that can come in good stead.

Stakeholder Engagement, Not Stakeholder Management

by Mark Mullaly, Ph.D., PMP

Few project managers discuss stakeholders without in some way referencing the need to employ "stakeholder management". Not only have we invented a dehumanizing four-syllable word for "person", we've also now implied that they are people that need to be managed. Luckily, there's a simple solution here. Read about three letters that make a lot of difference.

Letting Go of Stakeholder Control

by Andy Jordan

“Project manager” does not mean “stakeholder gatekeeper”. The PM always seems to control that relationship, but there is a better way: When the relationship between team members and stakeholders is working, it’s the PM’s responsibility to stay out of the way.

Ready, Set, Go...and Ready Again: Planning to Groom the Backlog

by Andy Berner

For an agile project to progress smoothly, the backlog must be groomed and ready for each sprint. That work must be included in your project plan. This article gives you five points to consider when planning that work.

Is It Bigger than a Breadbox? Getting Started with Release Estimation

by Andy Berner

How can we estimate a project in advance while still maintaining the ability to manage the backlog in an agile manner? In this article, we’ll answer that question, compare release-level estimation to the techniques used for iteration estimation, and give some pointers on getting started with release estimation in an agile environment.

Requirements Management Plan

deliverable

The Requirements Management Plan is primarily used for communications, giving all stakeholders a view on how this process is managed for your project. It completely answers the very common question, "How are you identifying and managing your project requirements?"

Engage! Involve the Customer to Manage Scope

white paper
by Dean Leffingwell

[This Article Provided Courtesy of PMI]

Most projects start off by asking twice as much as is possible given the existing resources. This shouldn't be accepted as just "the way things are"--we can partner with the customer to keep application development scope in line.

The Blame Game

white paper
by Jesse Fewell, CST, PMP

[This Article Provided Courtesy of PMI]

Bad requirements? Actually, that's your fault. If we know this is a recurring problem in our profession, why do we mindlessly continue engaging in the rote repetition of what doesn't work?

Meeting Expectations

white paper
by Jonathan W. Powell, PMP

[This Article Provided Courtesy of PMI]

In addition to clarifying requirements, the facilitated workshop helps achieve customer buy-in and focus on project schedule, constraints and risks.

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