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At the beginning of a project, a project manager forms development teams comprised of internal and external team members. Some of these team members possess
diverse experience and seniority, The project manager knows that the project work will include challenging tasks and require expert skills.
What should the project manager do?
Alocal city government is deploying a project management system in several departments. At the start of a new phase, the project manager asks a department
manager for input on the project schedule. In response, the department manager wants to know more about their role and responsibilities in the scheduling process.
What should the project manager do?
There are considerable differences in experience levels among project team members working on a project. Multiple stakeholders are requesting that deliverables
relevant to them be assigned to the most experienced team members, which is not feasible.
What should the project manager do?
A project manager works for a communications company. The manager of the mobile equipment department is concerned about the current project ' s activities.
According to the current project management plan, the department will need to purchase special equipment, but the cost was not planned. The project sponsor insists
the project should move forward because customers will be impacted if the equipment is not available.
What should the project manager do?
While facilitating the weekly team meeting, a developer raises the concern that a team lead from a different department is frequently asking for status updates on
ongoing tasks. The project manager was not aware of these interferences.
What should the project manager do next?
A project manager needs to unexpectedly leave a critical project for valid reasons. How should the project manager prepare the knowledge transfer with the self-
managed team to help ensure the project continues?
A project manager leads an agile project. While the team is working on their daily assigned tasks, one team member proposed to change the priority of a task due to
its importance and dependency on other tasks.
What should the project manager do?
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.
To execute the modernization process of health records, the project manager realized that medical staff members would need to change their daily workflows. To facilitate change management for these stakeholders, the project manager created a clinical advisory committee, appointed department-specific “champions,†created focus groups for requirements gathering, started a training program, and developed key performance indicators (KPIs) to measure satisfaction.
During project execution, several challenges emerged. The doctors expressed concerns about the system’s impact on patient care, the nurses’ union raised workload concerns, the IT department faced resource constraints, the insurance companies requested additional features, and the administrative staff worried about data security. The project manager responded to these challenges by increasing the frequency of stakeholder meetings, implementing a change management program, creating a beta system for stakeholder testing, developing contingency plans for various stakeholder scenarios, and establishing an issue resolution process.
Despite these mitigation efforts, the medical staff required additional training, leading to a change request for a 2-month extension and a 10% budget increase. The board of directors approved this to help ensure high adoption and satisfaction rates among staff members. The project helped establish new good practices in future programs for stakeholder management in the organization’s project management office (PMO). The documented lessons learned became a reference for future projects of similar scope and complexity.
During the execution phase of a project to modernize a hospital’s records system, the insurance company stakeholders requested additional features to support integration to their systems.
What should the project manager do first?
(Refer to the Health Records Modernization at Hospital Case Study exhibit.)