Asmall, fast-growing engineering consultancy recently completed a high-profile infrastructure project. With high staff turnover and frequent new hires, the project
manager wants to ensure that critical knowledge gained from projects is available for future projects.
What should the project manager do?
Alpha Project — Risk Management Report
The Alpha Project risk management report includes the following information:
- Risk monitoring is built into risk sessions.
- Risk identification / assessment is performed.
- Monthly review and reassessment are performed.
- 21 risks have been identified so far.
- Probability and impact have been estimated for every risk.
- All response plans have been completed.
- A probability and impact matrix is provided using green, yellow, and red severity zones.
The project manager of Alpha project is running a monthly risk review and reassessment meeting. During the meeting, the team confirms that risk 5 has materialized.
What should the project manager do?
(Refer to the Alpha Project — Risk Management Report exhibit.)
A project manager is leading a predictive project. The main stakeholders involved in the project complain that the weekly status report sent over email, is very
confusing and so they expect a weekly meeting to be arranged to understand the project status and to ask questions wherever needed.
Which two steps should the project manager take? (Choose 2)
Health Records Modernization at Hospital Case Study
A project manager led a health records modernization project at a hospital with a project budget of $US5 million and an 18-month timeline. The project involved multiple stakeholder groups including medical, administrative, and IT staff; board members; patients; insurance companies; external vendors; regulatory bodies; and union representatives.
Stakeholder management was complex and a major undertaking for the project manager, but it was critical to achieve a positive project outcome. When the project started, the project manager conducted stakeholder analysis, using the information to create both a power/interest and an influence/impact matrix. The analysis showed that while the hospital board members and regulatory bodies had high power but moderate interest, the medical staff (doctors and nurses) had both high influence and high impact on the project. Administrative staff showed high interest but lower power, while patients and insurance companies had moderate interest and varying levels of influence. Based on the analysis, the project manager created a stakeholder engagement strategy that documented expectations, communication preferences, and influence levels in a stakeholder register. The project manager also made a RACI (responsible, accountable, consulted, informed) chart to show roles and responsibilities; and created communication channels and frequency for each stakeholder group, an issue escalation system, and a feedback system for continuous stakeholder input.
In the Health Records Modernization project, stakeholder engagement and management is critical to the successful adoption of the project outcomes. How should the project manager approach management of the various stakeholder communication channels in the complex healthcare project? (Refer to the Health Records Modernization at Hospital Case Study exhibit.)