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Project stakeholder management has only recently been identified as an entire knowledge area by the Project Management Institute. |
T |
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Project stakeholder management has resonances with project cost management and project time management. |
F |
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Projects often do not cause any changes in an organization. |
F |
|
The main output of the identifying stakeholders process is the project charter. |
F |
|
Internal stakeholders include top management, other functional managers, and other project managers. |
T |
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Groups representing consumer, environmental, or other interests can be identified as project stakeholders. |
T |
|
Stakeholders might change during a project due to employee turnover, partnerships, and other |
T |
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Sensitive information can be included in the stakeholder register as very few people in the organization have access to it. |
F |
|
A leading stakeholder is one who is aware of the project and is neither supportive nor resistant to it. |
F |
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The stakeholder management plan is always a formal document. |
F |
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The stakeholder management plan should not be accessible to all stakeholders. |
T |
|
Communication and interpersonal skills are important for successful project stakeholder management. |
T |
|
Issue logs can be used to address issues related to other knowledge areas like project scope management or project quality management. |
T |
|
Though stakeholders cannot be controlled, their level of engagement can be controlled. |
T |
|
Key stakeholders need not be invited to participate in a kick-off meeting. |
F |
|
Communications software like e-mail, blogs, Web sites, texts, and tweets can aid in stakeholder communications. |
T |
|
Project management software tools normally do not promote the use of Facebook as a forum to promote project activities. |
F |
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