Project stakeholder
Summary
Project stakeholders are persons or entities with an interest in a specific project. The Project Management Institute defines the term as an individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio. ISO 21500 uses a similar definition. Stakeholders can be inside or outside an organization. Examples include the project sponsor, project leader, senior management, team members, customers, the community served, resource managers, line managers, product user groups, testers, subcontractors, and consultants. By the early 21st century, stakeholders became viewed as the key human factor defining a project's perceived success. Lynda Bourne advocates prioritizing all stakeholders and focusing on the most important ones at a given time, weighing power, proximity, and urgency. She calls this the Stakeholder Circle. John Hotter describes stakeholder analysis and management as essential parts of change management.
From Wikipedia, the free encyclopedia
Project stakeholders are persons or entities who have an interest in a specific project. According to the Project Management Institute (PMI), the term project stakeholder refers to "an individual, group, or organization, who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio.[1]: Section 3. Definitions ISO 21500 uses a similar definition.
Types of stakeholders
Stakeholders may be located inside or outside an organization, including:
- The project's sponsor;
- Those with an interest or the potential to gain from the successful completion of a project;
- Anyone who may have a positive or negative influence in the project completion.
The following are examples of project stakeholders:
- Project leader
- Senior management
- Project team members
- Project customer
- Community Served or the Community that is being Served (example of a stakeholder affected by a non-profit organization or government agency)[2]
- Resource managers
- Line managers
- Product user group
- Project testers
- Any group impacted by the project as it progresses
- Any group impacted by the project when it is completed
- Subcontractors to the project
- Consultants to the project
Stakeholder management
By the beginning of the 21st century, stakeholders have been considered more and more as the crucial human factor that defines the perception of success of a project, particularly the beneficiaries of the project's outcomes. This has increased the focus on stakeholder management within the general topic of project management.[3]: Foreword
Rather than focusing on one subset of stakeholders, Lynda Bourne[4] advocates prioritizing all stakeholders and focusing your attention on the "most important" at this point in time. Her view of importance encompasses an assessment of the power, proximity and urgency associated with each stakeholder. She calls her methodology a "Stakeholder Circle".[5]
The rationale for this emphasis on decision makers is part of project stakeholder management and a key component in affecting change in an organization. John Hotter describes stakeholder analysis and stakeholder management as essential components of change management.[6]
See also
Citations
- ↑ Project Management Institute 2021.
- ↑ "Nonprofit Organizations and Civil Society in the United States". Routledge & CRC Press. Retrieved 2023-06-04.
- ↑ Roeder 2013.
- ↑ Stakeholder Relationship Management
- ↑ Bourne, Lynda. Project Relationship Management and the Stakeholder Circle (PDF) (Thesis).
- ↑ Yvette (28 November 2011). "Applying Kotter's Change Management Principles to Project Management". Change Leadership Network. Archived from the original on 13 July 2015.
References
- Bourne, Lynda. Project Relationship Management and the Stakeholder Circle (PDF) (Thesis).
- Freeman, R E (1984), Strategic Management: a Stakeholder Approach, Pitman Series in Business and Public Policy, Harpercollins College Div; First Edition. ISBN 978-0273019138
- A guide to the project management body of knowledge (PMBOK guide) (7th ed.). Newtown Square, PA: Project Management Institute. 2021. ISBN 978-1-62825-664-2.
- Roeder, Tres (2013). "Foreword". Managing Project Stakeholders: Building a Foundation to Achieve Project Goals. John Wiley & Sons. p. XI. ISBN 978-1118504277.
- Yvette (28 November 2011). "Applying Kotter's Change Management Principles to Project Management". Change Leadership Network. Archived from the original on 13 July 2015.
