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13 - PROJECT STAKEHOLDER MANAGEMENT

13.2.2.3 Analytical Techniques

See Section 13.2.2.3 of the PMBOK Guide.
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13.2.3 Plan Stakeholder Management: Outputs

The outputs in Section 13.2.3 of the PMBOK Guide are applicable outputs for planning software project stakeholder
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management. In addition, Section 13.2.3.3 is applicable to planning software project stakeholder management.

13.2.3.1 Stakeholder Management Plan

See Section 13.2.3.1 of the PMBOK Guide.
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13.2.3.2 Project Documents Updates

See Section 13.2.3.2 of the PMBOK Guide.
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13.2.3.3 Milestone Reviews and Iteration Plans

For predictive life cycle software projects, plans for the number, frequency and kind of milestone reviews (and 13
technical interchange meetings) that will involve project stakeholders should be included as an output of planning
stakeholder management. For adaptive life cycle software projects, plans for the retrospective meetings and
planning meetings that occur at the end of an iteration cycle and the start of the next one, which involves project
stakeholders, should be included as an output of planning stakeholder management.

13.3 Manage Stakeholder Engagement

The inputs, tools and techniques, and outputs for managing stakeholder engagement in Section 13.3 of
the PMBOK Guide are applicable for managing software project stakeholders, with the following additional
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considerations.

In addition, software projects that develop new and unprecedented software products are, or should be,
collaborative explorations towards functionally and financially acceptable solutions. This rarely happens by accident
and, in most cases, stakeholder engagement is actively managed to ensure that project objectives are stated and
met. For adaptive software project life cycles, this takes the form of scheduled demonstrations and user trials
of working, deliverable software at the end of selected iterations that produce increments of product capability.
For predictive software projects, active engagement of stakeholders involves milestone reviews and technical
interchange meetings that can include evaluations of prototypes and demonstrations of product increments.

When receiving feedback from customers, users, and other stakeholders following their evaluation of a prototype or
an increment of functionality, it may be tempting to interpret no comments as good news and not as silence concerning

©2013 Project Management Institute. Software Extension to the PMBOK Guide Fifth Edition 235
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