[Information System Project Manager] Memories of the top ten knowledge areas of project management are knocked out (procurement risk communication stakeholders)

[Information System Project Manager] Memories of the top ten knowledge areas of project management are knocked out (procurement risk communication stakeholders)

1. Project procurement management memory knock out

1. Contract management:

Contracts appear in our daily work, what is a contract? It is an agreement that confirms the rights and obligations of the parties. For a contract to be valid, three conditions must be met: two or more parties, the parties express to each other, and the expression of intention reaches an agreement.
Claims are made when one party causes losses to the other party and seeks compensation from the other party through legal channels.
What if the contract is breached?
Continue to perform, take remedial measures, and pay liquidated damages.
There are 11 main contents of the procurement contract:
project name (summary),
quality requirements (quality),
target content and scope (scope),
project plan (overall),
various deadlines during the construction process (schedule)
, various confidentiality of technical information (risks)
Risk assumption and ownership of technical achievements (risk)
acceptance criteria and methods (scope)
payment method (purchase)
dispute resolution method (purchase)
terminology explanation (other)
There are five processes for contract management: signing management, performance management, change Administration, Archive Management, Claims Management.

2. Planning procurement management (947)

The process of determining how, what, and when to procure, documenting project requirements for products, services, or results, and sourcing potential suppliers.
First of all, procurement should pay attention to the principles of procurement. The principles are: cost-benefit principle, quality principle, progress coordination principle, and fair competition principle. Good procurement can directly affect the cost of the project and the profit of the company.
The main output of planning procurement management: procurement management plan, procurement documents, procurement work instructions, supplier selection criteria, self-made outsourcing decisions, change requests, project document updates, a total of seven.
In order to output the above seven achievements, the tools and techniques that can be used include: expert judgment, meetings, market research, self-made outsourcing analysis.
In order to plan procurement management, various inputs are required. Project management plan (integration), requirements document (scope), risk register (risk), stakeholder register (stakeholders), activity resource requirements (human), activity cost estimates (cost), enterprise environmental factors, organizational process assets .
The information about what to purchase is in the requirements document. Who to purchase from? Check the stakeholder register. After all, procurement is to hand over the work to people other than the project team. Of course, the confirmation of the risk register is essential; how much work needs to be purchased? Look at the cost estimate of the activity; when to start the procurement, look at the progress management plan; who will be responsible for the procurement, and the resource requirements of the activity.
What are procurement documents? It is a request for proposals from potential sellers. Supplier selection criteria are part of the procurement documentation and are used to score vendor proposals. If you choose the seller to only look at the price, use the bidding document to bid; if you look at the comprehensive strength of the seller and the supplier, use the proposal.
This also involves the inquiry process. It happens before the award of the contract. Simply put, it is the process of asking Party B the price from Party A, but in addition to the price, Party A can also obtain the answer of how Party B (subcontractor) meets the project needs through the inquiry. In principle, it should ask More than three suppliers make inquiries, so as to finally determine the supplier.
Here, there are four types of inquiry documents (procurement documents): request for information, invitation for quotation, request for proposal, and invitation for bid.
1) Request for information: Obtain information from suppliers and clarify requirements.
2) Request for Quotation Invitation: Ask the supplier to quote for comparison with the reserve price.
3) Request for proposals: Ask potential suppliers to propose the best solution.
4) Invitation to Bid: Consider both technology and price.
Self-made outsourcing analysis: not only direct costs, but also indirect costs need to be analyzed. Only by comprehensively considering all costs can we make the correct home-made outsourcing decision.
The Statement of Work (SOW) is similar to the Project Scope Statement, but there are differences. What defines the scope by specifying what the project should accomplish is the scope statement, which consists of six parts. The SOW is a narrative description of the services to be provided by the project, including business requirements, product scope description, and strategic plan.

3. Implement procurement (866)

Obtain appropriate information, quotations, bids or proposals from potential suppliers, select suppliers, review all suppliers and quotations, select among potential suppliers, and negotiate final contracts with selected ones.
Its inputs include: procurement management plan, procurement statement of work, procurement documents, supplier selection criteria, self-made outsourcing decisions, project documents, and organizational process assets. Except for the last two, the other inputs come from the output of the planning procurement management process. It can be seen that the procurement is implemented immediately after the planning procurement management.
There are six outputs: Agreement, Change Request, Resource Calendar, Project Management Plan Update, Project Document Update, Selected Vendors.
There are also six tools and techniques used: independent estimation, bidder meeting, proposal evaluation technique, expert judgment, analysis technique, procurement negotiation, and advertisement.
Procurement is the process of selecting a seller and signing an agreement (contract) with it. Of course, before signing the agreement, a bidder meeting must be held to tell all the sellers what we want to purchase; then the sellers submit to us the seller’s proposal they prepared; in addition to the proposal evaluation technology, in order to be able to better To grasp the seller’s control over procurement, it is quite necessary for Party A to have the ability to estimate independently, otherwise we can only rely on experts to judge this technology; in order to allow more suppliers to participate in procurement, advertising is still necessary; The gap between potential suppliers is often not significant enough, and analytical techniques can help us decide which supplier to use.
If the result of the independent estimate differs greatly from the seller's quotation, it may be that the seller did not understand the SOW correctly, or the SOW was not written properly, or that all questions were not properly handled and answered at the bidder meeting.
Procurement contracts are usually divided into three types: total price, cost compensation, and work and materials. The lump-sum contract is divided into three types: fixed lump sum, lump sum plus incentive, and lump sum plus economic price adjustment.
There are also three types of cost contracts, cost plus fixed fee, cost plus incentive, and cost plus incentive contracts. In the case of cost plus incentives, performance is based on the contract, and incentives are given when performance is completed; cost plus rewards means that in addition to reimbursement of costs, the buyer will give a sum of money based on subjective feelings; the contract of labor and materials is shared by both parties.
There is also a subcontract. There are five conditions that must be met to sign it: the subcontractor must have the corresponding qualifications; the subcontract can only be part but not all; the subcontract is a non-core part; package; subcontracting needs to be approved by the buyer.

4. Control purchasing

Manage contracts and the relationship between buyers and sellers, and monitor the performance of contracts. Review and document supplier performance to take necessary corrective action and as a reference for future supplier selection Manage and contract change control
Procurement outputs: work performance information, change requests, project management plan updates, organizational process assets Update, project files updated. The output is composed of the above five items.
The input to control procurement consists of six items: project management plan, work performance data, work performance reports, procurement documents, agreements, and approved change requests. Among them, work performance data and agreements come from the implementation of procurement output; procurement documents come from planning procurement management.
Tools and techniques: inspection and audit, procurement performance review, performance reporting, claim management, payment system, contract change and control system, recording and management system, a total of seven items.
Control procurement is the same as most control processes. With work performance data, analyze this data, use procurement performance review to see if the supplier is doing well; if the deliverables proposed by the supplier are good, just check and audit If the deliverables of the supplier are good, pay them directly through the payment system. If the supplier does not do well, then claim management; if the contract changes, output a change request, then you have to use the contract change and control system , and a record management system; whether the procurement is good or not, as the person in charge of the procurement, he must first make a performance report and then report to the above.
A weighting system is a quantitative evaluation of qualitative data to reduce the undue influence of evaluation artifacts on the selection of potential sellers.

5. End of Purchase

Closeout of contracts, including resolution of outstanding issues and closeout of each contract related to the project or project phase.
Its outputs are twofold: closed purchases, and updates to organizational process assets.
In order to end the procurement normally, the tools and techniques that can be used include procurement audit, procurement negotiation, and record management system.
There are two types of input for ending procurement: the procurement project management plan and the procurement document.

2. Project risk management memory knock out

1. Basic concept of risk

Risk events are random and relative.
Randomness: The occurrence of risk events and their consequences are accidental.
Relative: The risk is relative to the subject of the project activity.
By consequence: pure risk and speculative risk
By source: natural risk and man-made risk
By scope of influence: local risk and overall risk
By predictability: known, predictable, unpredictable risk.
According to the bearer of the consequences: investor risk, owner risk, supplier risk, etc.
Risks cannot be completely eliminated, and there are two cores in engineering project management methodology: risk management and objective management.
There are four related concepts in monitoring risk: rebound plan, contingency measures, secondary risk, and residual risk. The rebound plan is that the main tire blows out, and the spare tire is used; the contingency measure is an unknown blowout, so we can only find a spare tire temporarily. The secondary risk is the risk that the spare tire is used but the spare tire is also broken; the residual risk is the risk that after the spare tire is used, it is still not smooth. The specific official definitions are as follows:
Secondary risk: The risk directly caused by the implementation of risk response measures.
Residual risk: The risk that remains after implementing risk response measures.
Contingency measures: There is no time to analyze the adverse risks that have occurred and have not been planned in advance. Measures can only be taken immediately according to the situation.
Bounce back plan: A backup plan to use when a risk occurs and the response to the risk is ineffective. To be used in situations where the master response plan is ineffective.

2. Planning risk management

Deciding how to plan and implement project risk management activities
It has five inputs: project charter, project management plan, organizational process assets and business environment factors, and stakeholder register. Its output is the risk management plan.
The tools and techniques for planning risk management include: meetings, expert judgment, and analytical techniques.
The main contents of the risk management plan include: methodology, roles and responsibilities, risk budget, time arrangement, definition of risk probability and impact, risk probability and impact matrix, risk category, stakeholder risk tolerance, tracking, and risk reporting format.
The first thing to consider when formulating a risk management plan is the risk attitude and risk tolerance of the organization and participants.

3. Identify risks

Determine which risks will affect the project. And record its characteristics in written form. It is an iterative process.
It has only one output, the risk register. The inputs require 13; risk management plan, cost, schedule, quality, workforce management plan, scope baseline, stakeholder register, activity cost estimates, activity duration estimates, project documents, procurement documents, organizational process assets, and business envirnmental factor. In addition to communication, the other ten areas must be considered to identify risks.
It has seven tools and techniques: SWOT analysis, document review, expert judgment, checklist analysis, what-if scenario analysis, diagramming techniques, and information gathering techniques.
Risk prediction generally evaluates risk from two aspects: the possibility of risk occurrence and the consequences of risk occurrence.
Graphical techniques used in identifying risks are: cause-and-effect diagrams, process flow diagrams, and impact diagrams.
What is a checklist analysis is based on historical data and knowledge accumulated from previous projects.
Information gathering techniques are: brainstorming, Delphi, interviews, and
the output risk register consists of four parts: list of identified risks, list of potential countermeasures, root causes of risks, and update of risk categories.

4. Qualitative risk analysis

Risk probabilities and impacts are assessed and aggregated. Risks are then prioritized for subsequent further analysis and action.
Its output is only one; the update of the project file.
Its input is composed of five components: risk management plan, risk register, scope baseline, organizational process assets and enterprise environmental factors.
The tools and techniques used are: risk probability impact assessment, probability impact matrix, risk classification, risk data quality assessment, expert judgment, and risk urgency assessment.
Qualitative mainly focuses on the assessment of risk.
The six qualitative tools are all centered on the assessment of risk. In addition to the artificial judgment of experts, the quality assessment of risk data, the assessment of risk probability impact, and the assessment of risk urgency constitute three major assessments; the results of the assessment must be displayed, so it is necessary to Probabilistic impact matrix is ​​used, and risk classification is also needed here.
Risk probability impact assessment is to investigate the possibility and potential impact of risks, including both negative impacts or threats, as well as positive impacts or opportunities.

5. Quantitative risk analysis

Quantitative analysis of the impact of the identified risks on the overall project objectives.
The output of the quantitative risk analysis is the same as the output of the qualitative risk analysis, which is an update of the project document.
His input includes: risk management plan, risk register, enterprise environmental factors and organizational process assets, as well as schedule management plan and cost management plan.
Its tools and techniques include: expert judgment, data collection and presentation techniques, quantitative risk analysis and modeling techniques.
Data collection representation techniques: interviews and probability distributions.
Quantitative risk analysis and modeling techniques include: Sensitivity analysis (tornado graph), value-for-money analysis, decision tree analysis, Monte Carlo analysis (simulation).
A tornado map can identify the greatest potential impact of a single source of risk on a project.
What is the difference between qualitative and quantitative risk analysis? Their order of precedence is different, and their purpose is also different. Qualitative is the priority of assessing identified risks; quantitative focuses on the impact of risks on project objectives.

6. Planning Risk Responses

Develop opportunities and reduce threats programs and actions against project objectives.
Its inputs are: Risk Management Plan and Risk Register.
Its outputs are: updated project management plan and updated project documents.
Its tools and techniques: positive risk coping strategies and negative risk coping strategies, emergency coping strategies, expert judgment.
There are four types of positive risk coping strategies: exploit, share, enhance and accept.
There are also four negative risk-response strategies: avoidance (reduce scope), transfer (undertaking), mitigation (increase redundancy), and acceptance (active or passive acceptance)

7. Risk monitoring

Throughout the project lifecycle, identified risks are tracked, residual risks are monitored, new risks are identified, risk response plans are implemented, and risks are evaluated.
The input of risk monitoring includes: work performance data, work performance report, project management plan and risk register.
There are five outputs of risk monitoring: work performance information, change requests, updates to project documents, updates to project management plans, and updates to organizational process assets.
The tools and techniques of risk monitoring include: risk reassessment, risk review meeting, meeting, reserve analysis, deviation and trend analysis, and technical performance measurement.
A risk audit examines and documents risk responses, their effectiveness in addressing identified risks and their root causes, and the effectiveness of the risk management process. Risk audits can be conducted during daily project review meetings or in separate risk audit meetings. Before conducting an audit, the format and objectives of the audit should be clarified.
Risk reassessment: Track to identify risks, analyze existing risks, monitor residual risks, and identify new risks.

3. Project communication management memory knock out

1. Basic concepts of communication

Communication management consists of three parts, planning communication management, controlling communication, and managing communication.
Overview of Communication: Communication is the exchange of information, intentional or unintentional. What is exchanged may be thought instructions or emotions. If communication is a problem, first review the communications management plan; face-to-face communication is the best communication. Feedback is the best way to communicate; the real meaning of communication is what you are understood rather than what you say; communication ability is a key factor in personal development, it is difficult for a person who is not good at communication to create success in the field of information technology .
Get information to the right audience at the right time in the right format and make the right impact. This is effective communication. Effective communication means providing the information needed.
Five basic principles of communication: early communication, active communication, adopting a communication style acceptable to the other party, the principle of communication escalation, and the difference between internal and external communication.
Nine things to pay attention to when holding an efficient meeting:
1) Establish a regular meeting system in advance.
2) Give up optional meetings.
3) Clarify the purpose of the meeting and the expected results.
4) Release meeting notice.
5) Send meeting materials to stakeholders in advance.
6) You can use video equipment.
7) Define the rules of procedure for the meeting.
8) Minutes of the meeting
9) After the meeting, there should be a summary and conclusion.

2. Planning communication management

Develop appropriate project communication methods and plans based on the information needs and requirements of stakeholders and the organization's available assets.
Its inputs are: project management plan, stakeholder register, organizational process assets and enterprise environmental factors.
Its outputs are: Communications Management Plan and updated project documents.
Tools and techniques used: communication needs analysis, communication techniques, communication models, communication methods, meetings.
The content of the communication management plan includes: communication terminology, communication needs of stakeholders (need), information that needs to be communicated (What), reasons for releasing information (Why), techniques and methods for delivering information (How), responsible communication related The person who received the message (Who), the time limit and frequency of receiving the message and responding to the message (When).
Technology and method of planning communication management: There are three common communication methods, push communication, pull communication, and interactive communication.
The calculation of the communication channel has n(n-1)/2. There are two main communication channels, one is formal communication and the other is informal communication.
The communication model has five states: sent, received, understood, approved, and translated into positive action.
The five components that make up the communication model are: encoding, information and feedback, medium, noise, and decoding.
Communication needs analysis: Determine the communication needs of project stakeholders, including the type and format of information required, and the value of the information to stakeholders.
The first step in developing a communication management plan is stakeholder analysis. The steps of communication management plan preparation include: determining the communication information needs of stakeholders, that is, who needs to communicate, who needs what kind of information; describing the structure of information collection and document archiving; the format of sending information and important information, mainly refers to creating information Sent profile, access method to get information.

3. Management communication

The process of generating, collecting, distributing, storing, retrieving and ultimately disposing of project information according to the communications management plan.
There are four inputs: communication management plan, job performance report, organizational process assets and enterprise environmental factors.
It also has four outputs: project communication, project management plan update, project document update, and organizational process assets update.
Tools and techniques are: communication techniques, communication models, communication methods, information management systems and reporting performance.
Performance reports include: status reports, progress measurements and forecasts. The basic data and actual data should be collected regularly for comparative analysis, in order to understand the progress and performance of the communication project, and make predictions on the project results.

4. Control communication

The process of controlling and monitoring communications throughout the project life cycle to ensure that the information needs of project stakeholders are met.
There are five inputs to control communications: Communications Management Plan, Organizational Process Assets, Project Communications, and Work Performance Data Issues Log.
Its outputs are; work performance information, change requests, organizational process asset updates, project management plan updates, and project documentation updates.
Tools and techniques used: information management systems, expert judgment, meetings.

4. Stakeholder Management Memory Knock Out

Project stakeholder management is not just management of high-level and customers, but also management of their communication, so that different project stakeholders can get the corresponding information of the corresponding level of content, and solve the problems among stakeholders. Purpose: Project stakeholder management can win more support from stakeholders for the project, so as to ensure the success of the project. There are three contents of project stakeholder management: project stakeholder analysis, communication management and problem management. In addition to the sub-process of stakeholder participation in ITTO analysis, the process group of stakeholder management uses expert judgment and meeting techniques. The management of stakeholders requires interpersonal skills, management skills, and communication methods; the two processes of management and control stakeholder participation have the output of change requests; control stakeholder participation also uses the tool of management information system. The problem log is the output of managing stakeholder participation and the input of controlling stakeholder participation, because problem management is one of the important contents of stakeholder management. Both management stakeholder and control stakeholder engagement have outputs for change requests. Identify Stakeholders Identify groups of individuals or organizations that can influence project decisions, activities, or outcomes, and individuals, groups, or organizations that are affected by project activities, decisions, or organizations. And the process of analyzing and recording their relevant information i. The stakeholder register is regularly reviewed and updated to account for changes throughout the project lifecycle and possibly identify new stakeholders. There are four inputs for identifying stakeholders: project charter, procurement documents, organizational process assets, and enterprise environmental factors. There are three tools and techniques for identifying stakeholders: expert judgment and meetings, and stakeholder analysis. There is one output for identifying stakeholders: the stakeholder register. The stakeholder register is used to record the details of the identified stakeholders. Including: basic information, evaluation information, and classification of stakeholders. The stakeholder register needs to be regularly updated and maintained. Planning stakeholder management Based on the analysis of stakeholder needs, interests, and potential impact on project success, formulate appropriate management strategies to effectively mobilize stakeholders to participate in the entire life cycle process. Planning for stakeholder engagement, like identifying stakeholders, is an iterative process. There are also four inputs to planning stakeholder management: project management plan, stakeholder register, organizational process assets, and enterprise environmental factors. The tools and techniques for planning stakeholder management are: meetings, expert judgment, and analytical techniques. There are two outputs from planning stakeholder management: the stakeholder management plan and updates to project documents. There are four classification models for stakeholders: rights and interests grid, rights impact grid, influence grid, and salience model. The most used is the first rights and interests box. In the grid of rights and interests, focus on management and supervision Supervisors are relatively easy to distinguish, so as long as you know that people with high rights and low interests satisfy them. Manage Stakeholder Engagement Communicate and collaborate with stakeholders throughout the project cycle to meet their needs and expectations. A process that resolves issues as they arise, and facilitates legitimate stakeholder participation, increases stakeholder support for the project, and minimizes resistance. There are four inputs for managing stakeholder engagement: stakeholder management plan, communications management plan, organizational process assets, and change log. Outputs from managing stakeholders are: issue logs, change requests, project documentation updates, project management plan updates, and organizational process asset updates. There are three tools and techniques: communication methods, interpersonal skills, and management skills. There are five levels of stakeholder involvement in a project: resistance, ignorance, neutrality, support, and leadership. The difference between managing a team and managing stakeholders. The management team emphasizes that the internal management of stakeholders emphasizes the external. The conflict resolution methods are different. If there are conflicts within the team, the PM is usually involved; communication affects the project's attitude towards stakeholders. The approach to conflict prevention is also different. The management team adopts team discipline and proven project management practices; while the management stakeholder identifies stakeholders early and involves them in the project early to prevent conflict. Control Stakeholder Participation The process of comprehensively supervising the relationship between project stakeholders and adjusting strategies and plans to mobilize stakeholder participation. Maintain and improve the efficiency and effectiveness of stakeholder engagement activities as the project progresses and the environment changes. There are four inputs to controlling stakeholder participation: project management plan, issue log, work performance data, and project documents. The outputs of controlling stakeholder participation are: change requests, work performance information. Organizational process asset update, project management plan update, project document update. There are three tool technologies for controlling stakeholders: expert judgment, meetings, and information management systems. The difference between controlling stakeholders and managing stakeholders: managing stakeholders is to improve support from stakeholders and reduce stakeholder resistance, thereby significantly improving the chance of project success; controlling stakeholder participation is to mobilize stakeholders and improve the effect of stakeholder participation and efficiency. Managing stakeholders revolves around their degree of participation, and controlling stakeholders revolves around mobilizing stakeholder participation. Stakeholder outputs include: Issue Logs, Change Requests, Project Document Updates, Project Management Plan Updates, and Organizational Process Asset Updates. There are three tools and techniques: communication methods, interpersonal skills, and management skills. There are five levels of stakeholder involvement in a project: resistance, ignorance, neutrality, support, and leadership. The difference between managing a team and managing stakeholders. The management team emphasizes that the internal management of stakeholders emphasizes the external. The conflict resolution methods are different. If there are conflicts within the team, the PM is usually involved; communication affects the project's attitude towards stakeholders. The approach to conflict prevention is also different. The management team adopts team discipline and proven project management practices; while the management stakeholder identifies stakeholders early and involves them in the project early to prevent conflict. Control Stakeholder Participation The process of comprehensively supervising the relationship between project stakeholders and adjusting strategies and plans to mobilize stakeholder participation. Maintain and improve the efficiency and effectiveness of stakeholder engagement activities as the project progresses and the environment changes. There are four inputs to controlling stakeholder participation: project management plan, issue log, work performance data, and project documents. The outputs of controlling stakeholder participation are: change requests, work performance information. Organizational process asset update, project management plan update, project document update. There are three tool technologies for controlling stakeholders: expert judgment, meetings, and information management systems. The difference between controlling stakeholders and managing stakeholders: managing stakeholders is to improve support from stakeholders and reduce stakeholder resistance, thereby significantly improving the chance of project success; controlling stakeholder participation is to mobilize stakeholders and improve the effect of stakeholder participation and efficiency. Managing stakeholders revolves around their degree of participation, and controlling stakeholders revolves around mobilizing stakeholder participation. Stakeholder outputs include: Issue Logs, Change Requests, Project Document Updates, Project Management Plan Updates, and Organizational Process Asset Updates. There are three tools and techniques: communication methods, interpersonal skills, and management skills. There are five levels of stakeholder involvement in a project: resistance, ignorance, neutrality, support, and leadership. The difference between managing a team and managing stakeholders. The management team emphasizes that the internal management of stakeholders emphasizes the external. The conflict resolution methods are different. If there are conflicts within the team, the PM is usually involved; communication affects the project's attitude towards stakeholders. The approach to conflict prevention is also different. The management team adopts team discipline and proven project management practices; while the management stakeholder identifies stakeholders early and involves them in the project early to prevent conflict. Control Stakeholder Participation The process of comprehensively supervising the relationship between project stakeholders and adjusting strategies and plans to mobilize stakeholder participation. Maintain and improve the efficiency and effectiveness of stakeholder engagement activities as the project progresses and the environment changes. There are four inputs to controlling stakeholder participation: project management plan, issue log, work performance data, and project documents. The outputs of controlling stakeholder participation are: change requests, work performance information. Organizational process asset update, project management plan update, project document update. There are three tool technologies for controlling stakeholders: expert judgment, meetings, and information management systems. The difference between controlling stakeholders and managing stakeholders: managing stakeholders is to improve support from stakeholders and reduce stakeholder resistance, thereby significantly improving the chance of project success; controlling stakeholder participation is to mobilize stakeholders and improve the effect of stakeholder participation and efficiency. Managing stakeholders revolves around their degree of participation, and controlling stakeholders revolves around mobilizing stakeholder participation. There are four inputs for participation: project management plan, issue log, work performance data, and project documents. The outputs of controlling stakeholder participation are: change requests, work performance information. Organizational process asset update, project management plan update, project document update. There are three tool technologies for controlling stakeholders: expert judgment, meetings, and information management systems. The difference between controlling stakeholders and managing stakeholders: managing stakeholders is to improve support from stakeholders and reduce stakeholder resistance, thereby significantly improving the chance of project success; controlling stakeholder participation is to mobilize stakeholders and improve the effect of stakeholder participation and efficiency. Managing stakeholders revolves around their degree of participation, and controlling stakeholders revolves around mobilizing stakeholder participation. There are four inputs for participation: project management plan, issue log, work performance data, and project documents. The outputs of controlling stakeholder participation are: change requests, work performance information. Organizational process asset update, project management plan update, project document update. There are three tool technologies for controlling stakeholders: expert judgment, meetings, and information management systems. The difference between controlling stakeholders and managing stakeholders: managing stakeholders is to improve support from stakeholders and reduce stakeholder resistance, thereby significantly improving the chance of project success; controlling stakeholder participation is to mobilize stakeholders and improve the effect of stakeholder participation and efficiency. Managing stakeholders revolves around their degree of participation, and controlling stakeholders revolves around mobilizing stakeholder participation.