![]() From providing feedback up to completely halting a project, every stakeholder falls somewhere on the continuum, and the project manager should assess where on the continuum each stakeholder sits. In addition, stakeholders have varying levels of influence. Hence, the stakeholder register should analyze each stakeholder’s expectations. Then, when an unacceptable level of noise is produced, it becomes a project issue that was not addressed. For example, the adjacent landowner might concerned about the noise level of a project, but they might not say anything if they don’t anticipate an unacceptable amount of noise. Often they have lesser requirements which initially take a back seat but come to the forefront only when they are not met.Įach stakeholder should be assessed as to what their requirements are.įurthermore, each stakeholder has expectations as to how the project will proceed, and their actions are governed by those expectations which might not be visible until they are not being met. Most of the time, stakeholders have one obvious “stake” in the project, for example a regulatory agency that requires an environmental assessment prior to issuing permits. In short, effective stakeholder management dictates that you must know who has the ability to influence your project so you can obtain rapid decisions when problems arise. Investors, creditors, and banks who have funded the project are interested in making a return on their investment in a reasonable time frame.Įach of these stakeholders should be recorded, complete with contact names, job descriptions, location on the organizational structure, authority level, and role in the project. The third category of stakeholder is the person or organization that supports the project financially. And finally, the general public, who are not stakeholders until they experience negative affects from the project’s activities. ![]() It also includes governments who have a regulatory interest in the product, who wish to protect the public from adverse consequences of using the product. They generally wish to be treated fairly and leave the project with a good reference for future business. ![]() It also includes suppliers who provide tools, equipment, and services to the project. It includes customers who are interested in purchasing a product that improves their lives for a fair price. This category contains the stakeholders that have a “stake” in the product, but not the organization. Other internal stakeholders like unions, product groups, and so forth have a minor or passive role. They also include the project team itself, which is interested in job security, fair wages (or maximum wages) and career advancement. They include senior management, technical management, and line managers, who are generally interested in a successful project and a product that is successful in the marketplace. These are the stakeholders from within the organization. Generally speaking, project stakeholders fall into three categories: They can also be classified based on their influence and impact on the project. Their impact can be classified as upward, downward, outward, or sideways. Stakeholders can be either internal or external. How they will exert that influence, and the phase of the project life cycle in which the influence is likely to be exerted. Where the stakeholder is likely to exert their influence. The stakeholder’s role in the project, and the major requirements or expectations that they have. But it’s precisely those ones that you don’t talk to very often that are most likely to trip up your project. ![]() The name of the stakeholder group, organizational hierarchy, location and contact details. There are three main parts to a good stakeholder register: However, a truly effective stakeholder register contains a few more items. In the Project Management Body of Knowledge (PMBOK), a stakeholder register is an output of the Identify Stakeholders process within the Project Stakeholder Management knowledge area.Īs a minimum, a stakeholder register contains a list of the project’s stakeholders, for example, Stakeholder ID In project management, a stakeholder register is a document that lists a project’s stakeholders as well as information about their involvement in the project.
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