Managing Project Stakeholders: Building a Foundation to Achieve Project Goals -- Copyright -- Contents -- Foreword -- Preface -- Acknowledgments -- Section One: Stakeholder Management Overview -- Chapter One: What Is a Stakeholder? -- Project Managers Must Be Nimble -- The Balanced Approach -- Technical Skills -- Business Acumen -- "Sixth Sense" People Skills -- The Project Management Institute -- The Project Management Body of Knowledge (PMBOK® Guide) -- PMBOK® Guide, Chapter 13 -- PMBOK® Guide, Appendix G -- Stakeholder Defined -- A Stakeholder Is an Individual, Group, or Organization -- A Stakeholder May Affect -- A Stakeholder May Be Affected By -- Stakeholders May Perceive Themselves to Be Affected By -- A Decision, Activity, or Outcome of a Project -- Our Working Definition of a Stakeholder -- Stakeholder Management Is Universal -- Summary -- Chapter Two: Categorizing Stakeholders -- Benefits of Categorizing -- How Much Time to Invest -- What Issues Are Most Important? -- Relative Importance of Stakeholder Concerns -- Dimensions of Categorization -- Power -- Impact -- Interest -- Influence -- Stakeholder Engagement Assessment Matrix -- Fields in the Stakeholder Engagement Assessment Matrix -- Sensitivity of Stakeholder Information -- Stakeholder Management Plan -- Potential Information in the Stakeholder Management Plan -- Summary -- Chapter Three: Prioritizing Stakeholders -- Power and Interest -- Power and Influence -- Power and Knowledge -- Custom Matrices -- Stakeholder Register -- Stakeholder Register as a Tool -- Context of the Stakeholder Register -- Inputs into the Stakeholder Register -- Categorization Inputs -- Stakeholder Status Inputs -- Stakeholder Engagement Assessment Matrix Inputs -- Stakeholder Register Detailed Instructions -- Outputs from the Stakeholder Register -- Summary -- Section Two: Stakeholder Groups.

Chapter Four: Project Team Members -- Who They Are -- Tips for Managing Project Team Stakeholders -- Time Commitment -- Project Team Kickoff -- Group Directory -- Keeping the Team Engaged -- Celebrating Success -- The Extended Project Management Team -- Watch-Outs -- Lack of Motivation -- Poor Direction -- Overburdened Team Members -- Loyalty to Team above the Project Manager -- Summary -- Chapter Five: Executive Stakeholders -- Who They Are -- The Customer -- Executive Sponsor -- Executive Council -- Supplemental Executives -- Tips for Managing Executive Stakeholders -- Convert Project Language into Executive Language -- Be Concise -- Proactively Identify Problems -- Understand the Endgame -- Communicate, Communicate, Communicate -- Understand the Executive's Key Drivers -- Build Relationships -- Be Inclusive -- Watch-Outs -- Time Constraints -- Disagreements over Jurisdiction -- Uninterested -- Unaware -- Micromanager -- Summary -- Chapter Six: Other Stakeholders -- External Stakeholders -- Tips for Managing External Stakeholders -- External Stakeholders Watch-Outs -- Stakeholders Subject to the Change -- Tips for Managing Stakeholders Subject to the Change -- Stakeholders Subject to the Change Watch-Outs -- Phantom Stakeholders -- Identifying Phantom Stakeholders -- Phantom Stakeholders Watch-Outs -- Summary -- Section Three: Stakeholder Communication and Conflict -- Chapter Seven: Stakeholder Communication -- Stakeholder Communication Plan -- Stakeholder Communication Channels -- Verbal Stakeholder Communication -- Nonverbal Communication -- Written Stakeholder Communication -- Visual Communication -- Kinesthetic Communication -- Holistic Approach to Communication -- Summary -- Chapter Eight: Managing Stakeholders in a Virtual World -- The Continuum of Robustness -- In Person -- Virtual Technology with Live Streaming Video.

Virtual Technology without Video -- Audio Only -- Written Only -- Risks of Virtual Teams -- Technology Risks -- Time Zone Risks -- Virtual Distractions -- Cultural Differences -- Geographic Diversity -- In-Person Communication Has Risks, Too -- Opportunities When Working Virtually -- Diverse Group of Stakeholders -- Leveraging Multiple Time Zones -- Leveraging Virtual Tools -- Recording Meetings -- Summary -- Chapter Nine: Managing Difficult Stakeholders -- Projects Create Tough Issues -- Categorizing Difficult Stakeholders -- Difficult Stakeholders Who Are Optional for Project Success -- Difficult Stakeholders Who Are Required for Project Success -- Proceeding without the Executive Sponsor -- Positive Attitude -- Summary -- Section Four: General Stakeholder Management Skills -- Chapter Ten: Leadership -- A Sixth Sense for Project Management® -- Project Managers Are Leaders -- Project Managers Must Deliver Results -- Most Project Managers Do Not Have Direct Authority -- Leading without Direct Authority -- Leadership Is Dynamic -- Situational Leadership Model -- Leadership Model Step #1: Aware -- Leadership Model Step #2: Adapt -- Leadership Model Step #3: Act -- Summary -- Chapter Eleven: Buy-In -- The Circle of Support Process -- Include Stakeholders -- Observe Stakeholders -- Respond to Stakeholders -- Summary -- Chapter Twelve: Negotiation -- Negotiation Is a Two-Way Street -- Ten Tips for Negotiations in Projects -- Negotiation Tip #1: Shift Power Plays into Negotiations -- Negotiation Tip #2: Do the Homework -- Negotiation Tip #3: Be Aware of Others -- Negotiation Tip #4: Separate Relationships from Opinions -- Negotiation Tip #5: Clearly Communicate the Project Needs -- Negotiation Tip #6: Know Your BATNA -- Negotiation Tip #7: When in Multiparty Negotiations, Align Interests.

Negotiation Tip #8: Build Coalitions, and Watch for Others' Coalitions -- Negotiation Tip #9: Logic Does Not Always Win Negotiations -- Negotiation Tip #10: End the Negotiation If Necessary -- Summary -- References -- About the Author -- Index.