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o Active listening

o Culturalawareness

224.Answer:B.

PMBOK® Guide, page 512 , Section13.1.2.4

DataRepresentation

Power/interestgrid,power/influencegrid,orimpact/influencegrid.Eachofthesetechniques supports
agroupingofstakeholdersaccordingtotheirlevelofauthority(power),levelofconcern aboutthe
project’soutcomes(interest),abilitytoinfluencetheoutcomesoftheproject(influence), orabilityto
causechangestotheproject’splanningorexecution.Theseclassificationmodelsare usefulforsmall
projectsorforprojectswithsimplerelationshipsbetweenstakeholdersandthe project,orwithinthe
stakeholdercommunityitself.

225.Answer:C.

PMBOK® Guide, pages 512 - 513 , Section13.1.2.4

DataRepresentation

Adatarepresentationtechniquethatmaybeusedinthisprocessincludes,butisnotlimitedto,
stakeholder mapping/representation. Stakeholder mapping and representation is a method of
categorizing stakeholders using various methods. Categorizing stakeholders assists the team in
building relationships with the identified project stakeholders. Common methods include the
following:

Power/interestgrid,power/influencegrid,orimpact/influencegrid.Eachofthesetechniques supports
agroupingofstakeholdersaccordingtotheirlevelofauthority(power),levelofconcern aboutthe
project’soutcomes(interest),abilitytoinfluencetheoutcomesoftheproject(influence), orabilityto
causechangestotheproject’splanningorexecution.Theseclassificationmodelsare usefulforsmall
projectsorforprojectswithsimplerelationshipsbetweenstakeholdersandthe project,orwithinthe
stakeholdercommunityitself.

Stakeholdercube.Thisisarefinementofthegridmodelspreviouslymentioned.Thismodelcombines
thegridelementsintoathree-dimensionalmodelthatcanbeusefultoprojectmanagers andteams
in identifying and engaging their stakeholder community. It provides a model with multiple
dimensionsthatimprovesthedepictionofthestakeholdercommunityasa multidimensionalentity
andassistswiththedevelopmentofcommunicationstrategies.

Saliencemodel.Thismodeldescribesclassesofstakeholdersbasedonassessmentsoftheirpower
(levelofauthorityorabilitytoinfluencetheoutcomesoftheproject),urgency(needforimmediate
attention,eithertime-constrainedorrelatingtothestakeholder’shighstakeintheoutcome),and
legitimacy(theirinvolvementis appropriate).Thereis anadaptation ofthe saliencemodelthat
substitutesproximityforlegitimacy(applyingtotheteamandmeasuringtheirlevelofinvolvement
withtheworkoftheproject).Thesaliencemodelismostusefulforlarge,complexcommunitiesof
stakeholdersorwheretherearecomplexnetworksofrelationshipswithinthecommunity.Itisalso
usefulindeterminingtherelativeimportanceoftheidentifiedstakeholders.