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After the stakeholder analysis is complete, a best practice is to put stakeholders into a matrix to develop a communications management strategy. A simple but useful approach is to set it up to show:
Each time the Portfolio Governance Group meets the goal is to review the existing components and any that are proposed to ensure the portfolio has the best mix to attain strategic objectives. As the portfolio manager, you find these meetings, if facilitated accordingly, are effective decision-making sessions. However, you tend to have open issues after every meeting. These open issues:
Various people are responsible for communications to different stakeholder groups, both internal and external to the organization. These delegations of authority are:
While there are a number of recommended contents of the portfolio strategic plan, a guiding principle is to:
While your organization maintains a decision register after each meeting of the Portfolio Review Board, this register only notes decisions that are made when a component is added to the portfolio or if the Board terminates a component. If the component is terminated, the reason for the termination is not listed. Also if a proposed component is not approved, the reason is not listed. It is evident this register is lacking in its usefulness, which means it requires updating as it is:
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