Stakeholder Management using Social Network Theory - Revision history

Shubham Sanjay Ingole: /* Actor Level */

2021-02-28T21:10:32Z

Actor Level

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	Where,		Where,

	'''Degree Centrality''': This measures the number of links between an individual network, it ~~guide~~ stakeholder manager to identify the communication activity between all internal and external stakeholder.		'''Degree Centrality''': This measures the number of links between an individual network, it guides stakeholder manager to identify the communication activity between all internal and external stakeholder.

	'''Closeness Centrality''': This parameter helps to investigate the average distance between an individual node and all other nodes in the network. It reflects the independence of the stakeholder in terms of their ability to reach another stakeholder within the network. Stakeholders having higher closeness centrality need relatively fewer steps to reach out to other individuals in the network and thus the information flow becomes faster.		'''Closeness Centrality''': This parameter helps to investigate the average distance between an individual node and all other nodes in the network. It reflects the independence of the stakeholder in terms of their ability to reach another stakeholder within the network. Stakeholders having higher closeness centrality need relatively fewer steps to reach out to other individuals in the network and thus the information flow becomes faster.

Shubham Sanjay Ingole: /* Implementing Nodes */

2021-02-28T21:05:44Z

Implementing Nodes

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	At this step, the qualitative data shall be collected by using interview questions and a portfolio of identified stakeholders in order to grasp an appropriate understanding of stakeholder’s motivation, parameters, and objectives in the project. Further, the stakeholders should be categorized based on their power and influence with the color code attribute, and the different shapes of the node in the network <ref name="The role of social networks theory and methodology for project, stakeholder management,">The role of social networks theory and methodology for project, stakeholder management, ''Kon Shing Kenneth Chung*, Lynn Crawford, 2015'', (Kon Shing Kenneth Chung, 2015), </ref>. As an addition size of the node can also be used to define High, Medium, and Low influence.		At this step, the qualitative data shall be collected by using interview questions and a portfolio of identified stakeholders in order to grasp an appropriate understanding of stakeholder’s motivation, parameters, and objectives in the project. Further, the stakeholders should be categorized based on their power and influence with the color code attribute, and the different shapes of the node in the network <ref name="The role of social networks theory and methodology for project, stakeholder management,">The role of social networks theory and methodology for project, stakeholder management, ''Kon Shing Kenneth Chung*, Lynn Crawford, 2015'', (Kon Shing Kenneth Chung, 2015), </ref>. As an addition size of the node can also be used to define High, Medium, and Low influence.

	The color is used to provide an overview of the interaction, for instance, project owner/sponsor having ~~the~~ high centrality in the project and have high influence and power as a stakeholder will be classified as ''“Keep Satisfied”'' and they ~~will have~~ connections ~~mostly~~ with project managers. In contrast, Project managers might have dense networks than others as they will be linked to more nodes such as developer, analyst, HR, team lead, and the team leader as a stakeholder classifies as ''“manage closely”''. <ref name="The role of social networks theory and methodology for project, stakeholder management,">The role of social networks theory and methodology for project, stakeholder management, ''Kon Shing Kenneth Chung*, Lynn Crawford, 2015'', (Kon Shing Kenneth Chung, 2015), </ref>. The initial network map can be seen in the figure as the node represents the stakeholders, links show the level of interaction between them, and the shape is used to differentiate the stakeholders while the color shows the influence and power.		The color can be used to provide an overview of the interaction, for instance, project owner/sponsor having a high centrality in the project and have high influence and power as a stakeholder and it will be classified as “Keep Satisfied” and they mostly connections with project managers. In contrast, Project managers might have dense networks than others as they will be linked to more nodes such as developer, analyst, HR, team lead, and the team leader as a stakeholder classifies as ''“manage closely”''. <ref name="The role of social networks theory and methodology for project, stakeholder management,">The role of social networks theory and methodology for project, stakeholder management, ''Kon Shing Kenneth Chung*, Lynn Crawford, 2015'', (Kon Shing Kenneth Chung, 2015), </ref>. The initial network map can be seen in the figure as the node represents the stakeholders, links show the level of interaction between them, and the shape is used to differentiate the stakeholders while the color shows the influence and power.

	<div style="clear:both"> </div>		<div style="clear:both"> </div>

Shubham Sanjay Ingole: /* Social Network Theory */

2021-02-28T21:01:15Z

Social Network Theory

← Older revision		Revision as of 21:01, 28 February 2021
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	There are three key network ideology that is structured based on the network effect those are: '''Centrality, Cohesion, and Structural Centrality''' <ref name="Social Network Theory">Social Network Theory, ''(WENLIN LIU, ANUPREET SIDHU, AMANDA M. BEACOM, and THOMAS W. VALENTE)'',[https://doi.org/10.1002/9781118783764.wbieme0092, Social Network Theory] (2017)), </ref>. Linton Freeman has suggested the theory of '''Centrality''' where the three most common measures to indicate centrality are as follows: '''Degree, closeness, and betweenness''' <ref name="Social Networks">Centrality in Social Networks Conceptual Clarification, Social Networks, ''Freeman Linton'', Vol.1, PP.215-239, (Freeman Linton, (1978)), </ref>. These networks are leveraged to understand how distinct forms of stakeholders interact with the flow of information differently. The definition of centrality depends on the process characteristics, where the '''cohesion network''' evaluates the degree of interdependency between a group of nodes (stakeholders) can be reflected as '''Bridge ties'''. At last '''Structural Centrality''' in comparison describes two or three network locations that follow the same sequence of network links <ref name="Social Network Theory">Social Network Theory, ''(WENLIN LIU, ANUPREET SIDHU, AMANDA M. BEACOM, and THOMAS W. VALENTE)'',[https://doi.org/10.1002/9781118783764.wbieme0092, Social Network Theory] (2017)), </ref>. This article further discusses the incorporation of SNT in Stakeholder management, using the '''Centrality Network''' and '''Cohesion Network''' ~~network~~ ideology that has higher significance in Stakeholder and project management. These networks can significantly help to address ~~all~~ the challenges and uncertainties ~~addressed~~ in this article, ~~the~~ Social Network Theory can be leveraged by an organization or project control board that is dealing with stakeholder management, or can be used by the regulatory body responsible for managing the project's stakeholder in hindsight considering an effective and efficient flow of the process as a result.		There are three key network ideology that is structured based on the network effect those are: '''Centrality, Cohesion, and Structural Centrality''' <ref name="Social Network Theory">Social Network Theory, ''(WENLIN LIU, ANUPREET SIDHU, AMANDA M. BEACOM, and THOMAS W. VALENTE)'',[https://doi.org/10.1002/9781118783764.wbieme0092, Social Network Theory] (2017)), </ref>. Linton Freeman has suggested the theory of '''Centrality''' where the three most common measures to indicate centrality are as follows: '''Degree, closeness, and betweenness''' <ref name="Social Networks">Centrality in Social Networks Conceptual Clarification, Social Networks, ''Freeman Linton'', Vol.1, PP.215-239, (Freeman Linton, (1978)), </ref>. These networks are leveraged to understand how distinct forms of stakeholders interact with the flow of information differently. The definition of centrality depends on the process characteristics, where the '''cohesion network''' evaluates the degree of interdependency between a group of nodes (stakeholders) can be reflected as '''Bridge ties'''. At last '''Structural Centrality''' in comparison describes two or three network locations that follow the same sequence of network links <ref name="Social Network Theory">Social Network Theory, ''(WENLIN LIU, ANUPREET SIDHU, AMANDA M. BEACOM, and THOMAS W. VALENTE)'',[https://doi.org/10.1002/9781118783764.wbieme0092, Social Network Theory] (2017)), </ref>. This article further discusses the incorporation of SNT in Stakeholder management, using the '''Centrality Network''' and '''Cohesion Network''' ideology that has higher significance in Stakeholder and project management. These networks can significantly help to address the challenges and uncertainties mentioned in this article.
			Here, '''Social Network Theory''' can be leveraged by an organization or project control board that is dealing with stakeholder management or can be used by the regulatory body responsible for managing the project's stakeholder in hindsight considering an effective and efficient flow of the process as a result.

	== Application of Social Network Theory (SNT) ==		== Application of Social Network Theory (SNT) ==

Shubham Sanjay Ingole: /* Social Network Theory */

2021-02-28T20:58:54Z

Social Network Theory

← Older revision		Revision as of 20:58, 28 February 2021
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	There are three key network ideology that is structured based on the network effect those are: '''Centrality, Cohesion, and Structural Centrality''' <ref name="Social Network Theory">Social Network Theory, ''(WENLIN LIU, ANUPREET SIDHU, AMANDA M. BEACOM, and THOMAS W. VALENTE)'',[https://doi.org/10.1002/9781118783764.wbieme0092, Social Network Theory] (2017)), </ref>. Linton Freeman has suggested the theory of '''~~centrality~~''' where the three most common measures to indicate centrality are as follows: '''Degree, closeness, and betweenness''' <ref name="Social Networks">Centrality in Social Networks Conceptual Clarification, Social Networks, ''Freeman Linton'', Vol.1, PP.215-239, (Freeman Linton, (1978)), </ref>. These networks are leveraged to understand how distinct forms of stakeholders interact with the flow of information differently. The definition of centrality depends on the process characteristics, where the '''cohesion network''' evaluates the degree of interdependency between a group of nodes (stakeholders) can be reflected as '''Bridge ties'''. At last '''Structural Centrality''' in comparison describes two or three network locations that follow the same sequence of network links <ref name="Social Network Theory">Social Network Theory, ''(WENLIN LIU, ANUPREET SIDHU, AMANDA M. BEACOM, and THOMAS W. VALENTE)'',[https://doi.org/10.1002/9781118783764.wbieme0092, Social Network Theory] (2017)), </ref>. This article further discusses the incorporation of SNT in Stakeholder management, using the '''Centrality Network''' and '''Cohesion Network''' network ideology that has higher significance in Stakeholder and project management. These networks can significantly help to address all the challenges and uncertainties addressed in this article, the Social Network Theory can be leveraged by an organization or project control board that is dealing with stakeholder management, or can be used by the regulatory body responsible for managing the project's stakeholder in hindsight considering an effective and efficient flow of the process as a result.		There are three key network ideology that is structured based on the network effect those are: '''Centrality, Cohesion, and Structural Centrality''' <ref name="Social Network Theory">Social Network Theory, ''(WENLIN LIU, ANUPREET SIDHU, AMANDA M. BEACOM, and THOMAS W. VALENTE)'',[https://doi.org/10.1002/9781118783764.wbieme0092, Social Network Theory] (2017)), </ref>. Linton Freeman has suggested the theory of '''Centrality''' where the three most common measures to indicate centrality are as follows: '''Degree, closeness, and betweenness''' <ref name="Social Networks">Centrality in Social Networks Conceptual Clarification, Social Networks, ''Freeman Linton'', Vol.1, PP.215-239, (Freeman Linton, (1978)), </ref>. These networks are leveraged to understand how distinct forms of stakeholders interact with the flow of information differently. The definition of centrality depends on the process characteristics, where the '''cohesion network''' evaluates the degree of interdependency between a group of nodes (stakeholders) can be reflected as '''Bridge ties'''. At last '''Structural Centrality''' in comparison describes two or three network locations that follow the same sequence of network links <ref name="Social Network Theory">Social Network Theory, ''(WENLIN LIU, ANUPREET SIDHU, AMANDA M. BEACOM, and THOMAS W. VALENTE)'',[https://doi.org/10.1002/9781118783764.wbieme0092, Social Network Theory] (2017)), </ref>. This article further discusses the incorporation of SNT in Stakeholder management, using the '''Centrality Network''' and '''Cohesion Network''' network ideology that has higher significance in Stakeholder and project management. These networks can significantly help to address all the challenges and uncertainties addressed in this article, the Social Network Theory can be leveraged by an organization or project control board that is dealing with stakeholder management, or can be used by the regulatory body responsible for managing the project's stakeholder in hindsight considering an effective and efficient flow of the process as a result.

	== Application of Social Network Theory (SNT) ==		== Application of Social Network Theory (SNT) ==

Shubham Sanjay Ingole: /* Social Network Theory */

2021-02-28T20:56:44Z

Social Network Theory

← Older revision		Revision as of 20:56, 28 February 2021
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	There is three key network ideology that is structured based on the network effect those are: '''Centrality, Cohesion, and Structural Centrality''' <ref name="Social Network Theory">Social Network Theory, ''(WENLIN LIU, ANUPREET SIDHU, AMANDA M. BEACOM, and THOMAS W. VALENTE)'',[https://doi.org/10.1002/9781118783764.wbieme0092, Social Network Theory] (2017)), </ref>. Linton Freeman has suggested the theory of '''centrality''' where the three most common measures to indicate centrality are as follows: '''Degree, closeness, and betweenness''' <ref name="Social Networks">Centrality in Social Networks Conceptual Clarification, Social Networks, ''Freeman Linton'', Vol.1, PP.215-239, (Freeman Linton, (1978)), </ref>. These networks are leveraged to understand how distinct forms of stakeholders interact with the flow of information differently. The definition of centrality depends on the process characteristics, where the '''cohesion network''' evaluates the degree of interdependency between a group of nodes (stakeholders) can be reflected as '''Bridge ties'''. At last '''Structural Centrality''' in comparison describes two or three network locations that follow the same sequence of network links <ref name="Social Network Theory">Social Network Theory, ''(WENLIN LIU, ANUPREET SIDHU, AMANDA M. BEACOM, and THOMAS W. VALENTE)'',[https://doi.org/10.1002/9781118783764.wbieme0092, Social Network Theory] (2017)), </ref>. This article further discusses the incorporation of SNT in Stakeholder management, using the '''Centrality Network''' and '''Cohesion Network''' network ideology that has higher significance in Stakeholder and project management. These networks can significantly help to address all the challenges and uncertainties addressed in this article, the Social Network Theory can be leveraged by an organization or project control board that is dealing with stakeholder management, or can be used by the regulatory body responsible for managing the project's stakeholder in hindsight considering an effective and efficient flow of the process as a result.		There are three key network ideology that is structured based on the network effect those are: '''Centrality, Cohesion, and Structural Centrality''' <ref name="Social Network Theory">Social Network Theory, ''(WENLIN LIU, ANUPREET SIDHU, AMANDA M. BEACOM, and THOMAS W. VALENTE)'',[https://doi.org/10.1002/9781118783764.wbieme0092, Social Network Theory] (2017)), </ref>. Linton Freeman has suggested the theory of '''centrality''' where the three most common measures to indicate centrality are as follows: '''Degree, closeness, and betweenness''' <ref name="Social Networks">Centrality in Social Networks Conceptual Clarification, Social Networks, ''Freeman Linton'', Vol.1, PP.215-239, (Freeman Linton, (1978)), </ref>. These networks are leveraged to understand how distinct forms of stakeholders interact with the flow of information differently. The definition of centrality depends on the process characteristics, where the '''cohesion network''' evaluates the degree of interdependency between a group of nodes (stakeholders) can be reflected as '''Bridge ties'''. At last '''Structural Centrality''' in comparison describes two or three network locations that follow the same sequence of network links <ref name="Social Network Theory">Social Network Theory, ''(WENLIN LIU, ANUPREET SIDHU, AMANDA M. BEACOM, and THOMAS W. VALENTE)'',[https://doi.org/10.1002/9781118783764.wbieme0092, Social Network Theory] (2017)), </ref>. This article further discusses the incorporation of SNT in Stakeholder management, using the '''Centrality Network''' and '''Cohesion Network''' network ideology that has higher significance in Stakeholder and project management. These networks can significantly help to address all the challenges and uncertainties addressed in this article, the Social Network Theory can be leveraged by an organization or project control board that is dealing with stakeholder management, or can be used by the regulatory body responsible for managing the project's stakeholder in hindsight considering an effective and efficient flow of the process as a result.

	== Application of Social Network Theory (SNT) ==		== Application of Social Network Theory (SNT) ==

Shubham Sanjay Ingole: /* Stakeholder Engagement */

2021-02-28T20:53:00Z

Stakeholder Engagement

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	== Stakeholder Engagement ==		== Stakeholder Engagement ==
	The last step it is to engage stakeholders and monitor them effectively. This process refers to gaining their understanding and support to help the project by marching it on the right track. The objective of having a communication plan is to have continuous interaction with all involved stakeholders and to list out conflicts while developing and upgrading strategies. Another factor of stakeholder engagement is to monitor the process and connection between the stakeholders. Implementing effective stakeholder management is important at every step that comes along with many challenges and uncertainty, which must be addressed to check the robustness of the project.		The last step it is to engage stakeholders and monitor them effectively. This process refers to gaining their understanding and support to help the project by marching it on the right track. The objective of having a communication plan is to have continuous interaction with all involved stakeholders and to list out conflicts while developing and upgrading strategies. Another factor of stakeholder engagement is to monitor the process and connection between the stakeholders. Implementing effective stakeholder management is important at every step that comes along with many challenges and uncertainty, which must be addressed to check the robustness of the project. <ref name="PMBOK">Project Management Body of Knowledge, ''Guide – 5th Edition (2017)'', (PMBOK, 2017), </ref>

	= Challenges in Stakeholder Management =		= Challenges in Stakeholder Management =

Shubham Sanjay Ingole: /* Stakeholder Engagement */

2021-02-28T20:52:08Z

Stakeholder Engagement

← Older revision		Revision as of 20:52, 28 February 2021
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	== Stakeholder Engagement ==		== Stakeholder Engagement ==
	The last step is to engage stakeholders and monitor them effectively. A study by PMI demonstrates that one of the most well-known project management techniques for stakeholder management is the communication plan. After identifying and mapping the stakeholders the last step and critical step is to engage stakeholders. This process refers to gaining their understanding and support to help the project by marching it on the right track. The objective of having a communication plan is to have continuous ~~communication~~ with all involved stakeholders and to list out conflicts while developing and upgrading strategies. Another factor of stakeholder engagement is to monitor the process and connection between the stakeholders. Implementing effective stakeholder management ~~can be critical~~ at every step that comes along with many challenges and uncertainty ~~as to the project progress~~, which must be addressed to check the robustness of the project.		The last step it is to engage stakeholders and monitor them effectively. This process refers to gaining their understanding and support to help the project by marching it on the right track. The objective of having a communication plan is to have continuous interaction with all involved stakeholders and to list out conflicts while developing and upgrading strategies. Another factor of stakeholder engagement is to monitor the process and connection between the stakeholders. Implementing effective stakeholder management is important at every step that comes along with many challenges and uncertainty, which must be addressed to check the robustness of the project.

	= Challenges in Stakeholder Management =		= Challenges in Stakeholder Management =

Shubham Sanjay Ingole: /* Salience Model */

2021-02-28T20:48:09Z

Salience Model

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	=== Salience Model ===		=== Salience Model ===

	This framework acknowledges the different classes of stakeholders on factors such as ''Power''~~(hierarchy) or has more power~~ to influence the project results <ref name="PMBOK">Project Management Body of Knowledge, ''Guide – 5th Edition (2017)'', (PMBOK, 2017), </ref>. ''Urgency:'' Need of immediate attention towards involvement in the stakeholder and regarding time. ''Legitimacy:'' the analysis of their involvement in the decision on the scope of the project. This tool can be effective in a complex group of stakeholders or in a project where complex networks of connection exist. This can also be used as the framework to examine the significance of identified stakeholders <ref name="PMBOK">Project Management Body of Knowledge, ''Guide – 5th Edition (2017)'', (PMBOK, 2017), </ref>.		This framework acknowledges the different classes of stakeholders on factors such as ''Power''to influence the project results <ref name="PMBOK">Project Management Body of Knowledge, ''Guide – 5th Edition (2017)'', (PMBOK, 2017), </ref>. ''Urgency:'' Need of immediate attention towards involvement in the stakeholder and regarding time. ''Legitimacy:'' the analysis of their involvement in the decision on the scope of the project. This tool can be effective in a complex group of stakeholders or in a project where complex networks of connection exist. This can also be used as the framework to examine the significance of identified stakeholders <ref name="PMBOK">Project Management Body of Knowledge, ''Guide – 5th Edition (2017)'', (PMBOK, 2017), </ref>.
	Performing a stakeholder analysis is an important step that can be altered according to the type of project. Besides, any of the above mention tools can be used to analyze the identified stakeholder based on the complexity, uncertainty, and size project.		Performing a stakeholder analysis is an important step that can be altered according to the type of project. Besides, any of the above mention tools can be used to analyze the identified stakeholder based on the complexity, uncertainty, and size project.

Shubham Sanjay Ingole: /* Identifying Stakeholders */

2021-02-28T20:45:17Z

Identifying Stakeholders

← Older revision		Revision as of 20:45, 28 February 2021
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	== Identifying Stakeholders ==		== Identifying Stakeholders ==

	The process of identifying and classifying all the stakeholders in the preliminary part of ~~stakeholders~~ management. These stakeholders can be directly or indirectly involved in activities like governance, regularization, project training, decision making <ref name="ISO21500">ISO21500: Guidance on Project Management, ''Guide – 1st Edition (2012)'', (ISO21500, 2012), </ref>. This activity is performed in the initial stage of the project; however, it changes over the project cycle due to continuous updates in the scope of work as the project progress. It can be done by review of the project character that identifies the list for stakeholders and their responsibilities. Once they are identified they are classified into two groups of stakeholders as Internal or External stakeholders.		The process of identifying and classifying all the stakeholders in the preliminary part of stakeholder management. These stakeholders can be directly or indirectly involved in activities like governance, regularization, project training, decision making <ref name="ISO21500">ISO21500: Guidance on Project Management, ''Guide – 1st Edition (2012)'', (ISO21500, 2012), </ref>. This activity is performed in the initial stage of the project; however, it changes over the project cycle due to continuous updates in the scope of work as the project progress. It can be done by review of the project character that identifies the list for stakeholders and their responsibilities. Once they are identified they are classified into two groups of stakeholders as Internal or External stakeholders.

	'''Internal Stakeholders''' are considered as people, groups, or organizations whose interest in the project is directly related to being a part of the organization that is managing that project. They can be team members, execs, owners, or even investors in the organization. They have a substantial interest in the success of the organization, and they are in most cases highly affected by the ongoing activities, decisions, and outcomes of a project <ref name="PMBOK">Project Management Body of Knowledge, ''Guide – 5th Edition (2017)'', (PMBOK, 2017), </ref>.		'''Internal Stakeholders''' are considered as people, groups, or organizations whose interest in the project is directly related to being a part of the organization that is managing that project. They can be team members, execs, owners, or even investors in the organization. They have a substantial interest in the success of the organization, and they are in most cases highly affected by the ongoing activities, decisions, and outcomes of a project <ref name="PMBOK">Project Management Body of Knowledge, ''Guide – 5th Edition (2017)'', (PMBOK, 2017), </ref>.

Shubham Sanjay Ingole: /* Identifying Stakeholders */

2021-02-28T20:44:49Z

Identifying Stakeholders

← Older revision		Revision as of 20:44, 28 February 2021
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	== Identifying Stakeholders ==		== Identifying Stakeholders ==

	The process of identifying and classifying all the stakeholders in the preliminary part of stakeholders management. These stakeholders can be directly or indirectly involved in activities like governance, regularization, project training, decision making <ref name="ISO21500">ISO21500: Guidance on Project Management, ''Guide – 1st Edition (2012)'', (ISO21500, 2012), </ref>. This activity is performed in the initial stage of the project; however, it changes over the project cycle due to continuous updates in the scope of work as the project progress. It can be done by review of the project character that identifies the list for stakeholders and their responsibilities. Once they are identified they are classified into two groups of stakeholders as Internal or External stakeholders~~. Classification of stakeholders can also be done by simple brainstorming based on their influence on the project~~.		The process of identifying and classifying all the stakeholders in the preliminary part of stakeholders management. These stakeholders can be directly or indirectly involved in activities like governance, regularization, project training, decision making <ref name="ISO21500">ISO21500: Guidance on Project Management, ''Guide – 1st Edition (2012)'', (ISO21500, 2012), </ref>. This activity is performed in the initial stage of the project; however, it changes over the project cycle due to continuous updates in the scope of work as the project progress. It can be done by review of the project character that identifies the list for stakeholders and their responsibilities. Once they are identified they are classified into two groups of stakeholders as Internal or External stakeholders.

	'''Internal Stakeholders''' are considered as people, groups, or organizations whose interest in the project is directly related to being a part of the organization that is managing that project. They can be team members, execs, owners, or even investors in the organization. They have a substantial interest in the success of the organization, and they are in most cases highly affected by the ongoing activities, decisions, and outcomes of a project <ref name="PMBOK">Project Management Body of Knowledge, ''Guide – 5th Edition (2017)'', (PMBOK, 2017), </ref>.		'''Internal Stakeholders''' are considered as people, groups, or organizations whose interest in the project is directly related to being a part of the organization that is managing that project. They can be team members, execs, owners, or even investors in the organization. They have a substantial interest in the success of the organization, and they are in most cases highly affected by the ongoing activities, decisions, and outcomes of a project <ref name="PMBOK">Project Management Body of Knowledge, ''Guide – 5th Edition (2017)'', (PMBOK, 2017), </ref>.