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as well as the internal environment, certainly more complex than what a manager in an internal environment faces. For example, suppliers who are late in delivering crucial parts may blow the project schedule. To compound the problem, project managers generally have little or no direct control over any of these individu... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.429 | 0.83 | ["management"] | 423 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.627006 | [
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here are both internal and external stakeholders. Internal stakeholders may include top management, project team members, your manager, peers, resource manager, and internal customers. External stakeholders may include external customers, government, contractors and subcontractors, and suppliers. Let’s take a look at t... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.612 | 0.832 | ["management", "networking", "governance"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.627243 | [
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of the company, vice-presidents, directors, division managers, the corporate operating committee, and others. These people direct the strategy and development of the organization. On the plus side, you are likely to have top management support, which means it will be easier to recruit the best staff to carry out the pr... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.498 | 0.838 | ["management", "strategy", "career"] | 455 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.627369 | [
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t manager’s professional standing in the company. On the minus side, failure can be quite dramatic and visible to all, and if the project is large and expensive (most are), the cost of failure will be more substantial than for a smaller, less visible project. Some suggestions in dealing with top management are: Develop... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.449 | 0.85 | ["management", "strategy", "career"] | 450 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.627496 | [
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to the project or borrowed on a part-time basis. As project manager, you need to provide leadership, direction, and above all, the support to team members as they go about accomplishing their tasks. Working closely with the team to solve problems can help you learn from the team and build rapport. Showing your support ... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.391 | 0.872 | ["management", "leadership", "crisis"] | 511 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.627662 | [
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ling with project team members: Because project team members are borrowed and they don’t report to you, their priorities may be elsewhere. They may be juggling many projects as well as their full-time job and have difficulty meeting deadlines. Personality conflicts may arise. These may be caused by differences in socia... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.36 | 0.87 | ["management", "ethics", "crisis", "career", "war_conflict"] | 499 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.627802 | [
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missed deadlines when it is too late to recover. Managing project team members requires interpersonal skills. Here are some suggestions that can help: Involve team members in project planning. Arrange to meet privately and informally with each team member at several points in the project, perhaps for lunch or coffee. B... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.577 | 0.858 | ["management", "philosophy", "strategy"] | 495 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.627951 | [
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te a project performance review for team members. Your Manager Typically the boss decides what the assignment is and who can work with the project manager on projects. Keeping your manager informed will help ensure that you get the necessary resources to complete your project. If things go wrong on a project, it is nic... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.562 | 0.868 | ["management", "philosophy", "decision_making"] | 485 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.628073 | [
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ll find your manager will support you more often. Find out exactly how your performance will be measured. When unclear about directions, ask for clarification. Develop a reporting schedule that is acceptable to your boss. Communicate frequently. Peers Peers are people who are at the same level in the organization as yo... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.349 | 0.846 | ["management", "communication", "philosophy"] | 426 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.628196 | [
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will also have a vested interest in the product. However, they will have neither the leadership responsibilities nor the accountability for the success or failure of the project that you have. Your relationship with peers can be impeded by: Inadequate control over peers Political maneuvering or sabotage Personality con... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.457 | 0.852 | ["war_conflict", "leadership", "management", "networking"] | 502 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.628323 | [
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nd your peer’s manager Peer support is essential. Because most of us serve our self-interest first, use some investigating, selling, influencing, and politicking skills here. To ensure you have cooperation and support from your peers: Get the support of your project sponsor or top management to empower you as the proje... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.41 | 0.858 | ["management"] | 497 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.628448 | [
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ir cooperation on project activities is expected. Confront your peer if you notice a behaviour that seems dysfunctional, such as bad-mouthing the project. Be explicit in asking for full support from your peers. Arrange for frequent review meetings. Establish goals and standards of performance for all team members. Reso... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.431 | 0.846 | ["management", "networking", "philosophy"] | 503 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.628589 | [
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lationships with people are especially important. If their relationship is good, they may be able to consistently acquire the best staff and the best equipment for their projects. If relationships aren’t good, they may find themselves not able to get good people or equipment needed on the project. Internal Customers In... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.549 | 0.86 | ["networking"] | 508 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.628715 | [
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er holds the power to accept or reject your work. Early in the relationship, the project manager will need to negotiate, clarify, and document project specifications and deliverables. After the project begins, the project manager must stay tuned in to the customer’s concerns and issues and keep the customer informed. C... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.445 | 0.864 | ["management", "negotiation", "networking", "education", "philosophy"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.628886 | [
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entation for what is wanted A lack of knowledge of the customer’s organization and operating characteristics Unrealistic deadlines, budgets, or specifications requested by the customer Hesitancy of the customer to sign off on the project or accept responsibility for decisions Changes in project scope To meet the needs ... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.576 | 0.686 | ["decision_making", "education"] | 449 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.629016 | [
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organization’s buzzwords, culture, and business. Clarify all project requirements and specifications in a written agreement. Specify a change procedure. Establish the project manager as the focal point of communications in the project organization. External customer External customers are the customers when projects co... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.394 | 0.834 | ["communication", "management", "negotiation"] | 468 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.629247 | [
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customers would be the buyers of the automobiles. Also if you are managing a project at your company for Ford Motor Company, they will be your external customer. Government Project managers working in certain heavily regulated environments (e.g., pharmaceutical, banking, or military industries) will have to deal with g... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.429 | 0.834 | ["governance", "management", "war_conflict"] | 463 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.629389 | [
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municipal, provincial, federal, to international. Contractors, subcontractors, and suppliers There are times when organizations don’t have the expertise or resources available in-house, and work is farmed out to contractors or subcontractors. This can be a construction management foreman, network consultant, electricia... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.549 | 0.832 | ["management", "networking"] | 489 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.629519 | [
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needed to manage full-time project team members. Any number of problems can arise with contractors or subcontractors: Quality of the work Cost overruns Schedule slippage Many projects depend on goods provided by outside suppliers. This is true for example of construction projects where lumber, nails, bricks, and mortar... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.371 | 0.862 | ["management"] | 507 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.629644 | [
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r than originally quoted, the project may suffer. Depending on the project, managing contractor and supplier relationships can consume more than half of the project manager’s time. It is not purely intuitive; it involves a sophisticated skill set that includes managing conflicts, negotiating, and other interpersonal sk... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.591 | 0.842 | ["management", "war_conflict", "networking"] | 504 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.629768 | [
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derstand these conflicts and try to resolve them. It’s also the project manger’s responsibility to manage stakeholder expectations. Be certain to identify and meet with all key stakeholders early in the project to understand all their needs and constraints. Project managers are somewhat like politicians. Typically, the... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.435 | 0.826 | ["management", "war_conflict"] | 437 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.629897 | [
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ctly on coworkers, subcontractors, and suppliers. Like politicians, if they are to get their way, they have to exercise influence effectively over others. On projects, project managers have direct control over very few things; therefore their ability to influence others – to be a good politician – may be very important... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.515 | 0.864 | ["management", "war_conflict"] | 501 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.630069 | [
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uld always be resolved in favour of the customer. Assess the environment Identify all the relevant stakeholders. Because any of these stakeholders could derail the project, you need to consider their particular interest in the project. Once all relevant stakeholders are identified, try to determine where the power lies... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.459 | 0.852 | [] | 496 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.630181 | [
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g who the stakeholders are, identify their goals. What is it that drives them? What is each after? Are there any hidden agendas or goals that are not openly articulated? What are the goals of the stakeholders who hold the power? These deserve special attention. Define the problem The facts that constitute the problem s... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.508 | 0.696 | [] | 434 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.630296 | [
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real situation?” should be raised over and over. Culture of Stakeholders When project stakeholders do not share a common culture, project management must adapt its organizations and work processes to cope with cultural differences. The following are three major aspects of cultural difference that can affect a project: ... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.485 | 0.822 | ["communication", "management", "decision_making", "negotiation"] | 431 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.630431 | [
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erhaps the most visible manifestation of culture. Project managers encounter cultural differences in communication in language, context, and candor. Language is clearly the greatest barrier to communication. When project stakeholders do not share the same language, communication slows down and is often filtered to shar... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.398 | 0.84 | ["communication", "philosophy", "management"] | 496 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.630560 | [
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te exchange of ideas and information is critical. The interpretation of information reflects the extent that context and candor influence cultural expressions of ideas and understanding of information. In some cultures, an affirmative answer to a question does not always mean yes. The cultural influence can create conf... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.379 | 0.85 | ["philosophy", "communication", "management"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.630715 | [
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gement consultant from the United States was asked to evaluate the effectiveness of a U.S. project management team executing a project in Mumbai, India. The project team reported that the project was on schedule and within budget. After a project review meeting where each of the engineering leads reported that the desi... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.578 | 0.86 | ["management", "philosophy"] | 511 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.630870 | [
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ical aspects of the project were behind schedule. Without a mitigating strategy, the project would miss a critical window in the weather between monsoon seasons. The information on the project flowed through a cultural expectation to provide positive information. The project was eventually canceled by the U.S. corporat... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.531 | 0.678 | ["philosophy", "communication", "strategy", "rhetoric"] | 438 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.631012 | [
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ifferences are related to international projects. Corporate cultures and even regional differences can create cultural confusion on a project. Example: Cultural Differences between American Regions On a major project in South America that included project team leaders from seven different countries, the greatest cultur... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.524 | 0.818 | ["leadership", "communication", "management"] | 429 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.631139 | [
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tween two project leaders from the United States. Two team members, one from New Orleans and one from Brooklyn, had more difficulty communicating than team members from Lebanon and Australia. Managing Stakeholders Often there is more than one major stakeholder in the project. An increase in the number of stakeholders a... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.625 | 0.86 | ["management", "leadership", "crisis"] | 511 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.631281 | [
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t and the ability of the stakeholder to influence the project outcomes or execution approach will also influence the stakeholder complexity of the project. In addition to the number of stakeholders and their level of investment, the degree to which the project stakeholders agree or disagree influences the project’s com... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.602 | 0.848 | [] | 511 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.631395 | [
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agencies, and labour and safety agencies have an interest in the project and can influence the execution plan of the project. The neighbours will have an interest in the architectural appeal, the noise, and the purpose of the building. Example: Tire Plant in India A U.S. chemical company chartered a project team to des... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.554 | 0.842 | ["management"] | 423 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.631487 | [
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building truck tires designed for unpaved roads. The plant was to be built in India a few years after an accident that killed several Indians and involved a different U.S. chemical company. When the company announced the new project and began to break ground, the community backlash was so strong that the project was sh... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.525 | 0.87 | [] | 511 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.631574 | [
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South Carolina won a competitive grant to erect and operate a wind turbine on campus. The engineering department submitted the grant as a demonstration project for engineering students to expose students to wind technology. The campus facilities department found only one location for the wind turbine that would not dis... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.335 | 0.844 | [] | 466 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.631660 | [
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or students who had to maintain the wind turbine. The county construction permitting department had no policies for permitting a wind turbine and would not provide a building permit. The college had to go to the county council and get an exception to county rules. The marketing department wanted the wind turbine placed... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.498 | 0.864 | [] | 498 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.631745 | [
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ate interest in the location of the wind turbine. The number of stakeholders on the project, multiplied by their passion for the subject and the lack of agreement on the location, increased the complexity of the project. Significant time and resources of a project will be dedicated to identifying, understanding, and ma... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.581 | 0.864 | ["management", "negotiation"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.631845 | [
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ridges that crossed the interstate in one of the larger cities in South Carolina. The closing of these bridges severely impacted traffic congestion, including a large shopping mall. The contract included provisions for minimizing the impact on the traffic and communities near the construction areas. This provision allo... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.309 | 0.836 | ["strategy"] | 458 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.631941 | [
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that would lessen the impact of the construction. The project leadership invested significant time and resources in developing alignment among the various political stakeholders on the project approach and schedule. Relationship Building Tips Take the time to identify all stakeholders before starting a new project. Inc... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.602 | 0.828 | ["leadership", "networking"] | 421 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.632059 | [
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as groups with the ability to impact the project. Then, begin the process of building strong relationships with each one using the following method. Analyze stakeholders: Conduct a stakeholder analysis, or an assessment of a project’s key participants, and how the project will affect their problems and needs. Identify ... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.625 | 0.83 | ["motivation", "networking"] | 428 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.632153 | [
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at motivates them, as well as what provokes them. Define roles and level of participation, and determine if there are conflicts of interest among groups of stakeholders. Assess influence : Measure the degree to which stakeholders can influence the project. The more influential a stakeholder is, the more a project manag... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.649 | 0.834 | ["management", "motivation", "war_conflict"] | 429 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.632254 | [
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s in it for them?” when considering stakeholders. Knowing what each stakeholder needs or wants from the project will enable the project manager to gauge his or her level of support. And remember to balance support against influence. Is it more important to have strong support from a stakeholder with little influence, o... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.643 | 0.844 | ["management", "war_conflict"] | 458 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.632366 | [
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: Nail down stakeholders’ specific expectations. Ask for clarification when needed to be sure they are completely understood. Define “success” : Every stakeholder may have a different idea of what project success looks like. Discovering this at the end of the project is a formula for failure. Gather definitions up fron... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.449 | 0.858 | ["philosophy"] | 499 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.632462 | [
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ers involved : Don’t just report to stakeholders. Ask for their input. Get to know them better by scheduling time for coffee, lunch, or quick meetings. Measure each stakeholder’s capacity to participate and honour time constraints. Keep stakeholders informed : Send regular status updates. Daily may be too much; monthly... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.635 | 0.7 | ["philosophy"] | 465 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.632567 | [
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ut don’t let too much time pass between meetings. Be sure to answer stakeholders’ questions and emails promptly. Regular communication is always appreciated – and may even soften the blow when you have bad news to share. These are the basics of building strong stakeholder relationships. But as in any relationship, ther... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.446 | 0.848 | ["networking", "communication", "management", "education"] | 480 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.632667 | [
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nd relating well to different types stakeholders. How to Relate to Different Types of Stakeholders By conducting a stakeholder analysis, project managers can gather enough information on which to build strong relationships – regardless of the differences between them. For example, the needs and wants of a director of m... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.527 | 0.848 | ["management", "philosophy", "networking"] | 478 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.632787 | [
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ment with each will need to be different as well. Stakeholders with financial concerns will need to know the potential return of the project’s outcomes. Others will support projects if there is sound evidence of their value to improving operations, boosting market share, increasing production, or meeting other company ... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.508 | 0.848 | ["communication", "philosophy"] | 490 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.632903 | [
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er how casual or formal the communication may be. Remember that the company’s interests are more important than any individual’s – yours or a stakeholder’s. When forced to choose between them, put the company’s needs first. No matter what their needs or wants, all stakeholders will respect the project manager who: Is a... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.607 | 0.866 | ["communication", "management", "decision_making", "philosophy"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.633013 | [
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s or her decisions Takes accountability for mistakes Supportive Stakeholders are Essential to Project Success Achieving a project’s objectives takes a focused, well-organized project manager who can engage with a committed team and gain the support of all stakeholders. Building strong, trusting relationships with inter... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.502 | 0.846 | ["management", "decision_making", "networking"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.633111 | [
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project decelerators, among them lack of stakeholder support. Whether the stakeholders support your project or not, if they are important to your project, you must secure their support. How do you do that? First, you must identify who your stakeholders are. Just because they are important in the organization does not n... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.51 | 0.842 | [] | 438 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.633191 | [
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think they are important does not mean they are. Just because they don’t think they need to be involved does not mean they do not have to be. The typical suspects: your manager, your manager’s manager, your client, your client’s manager, any SME (subject matter expert) whose involvement you need, and the board reviewin... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.494 | 0.87 | ["management"] | 503 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.633298 | [
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y may not be, but be careful how you handle them. They could be influential with those who have the power to impact your project. Do not dismiss them out of hand. Second, you need to determine what power they have and what their intentions toward your project are. Do they have the power to have an impact on your projec... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.466 | 0.86 | ["networking", "war_conflict"] | 445 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.633401 | [
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hird, what’s the relationship among stakeholders? Can you improve your project’s chances by working with those who support you to improve the views of those who oppose you? Table 5.1 summarizes the options based on an assessment of your stakeholders’ potential for cooperation and potential for threat. Table 5.1 Stakeho... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.608 | 0.848 | ["strategy", "networking"] | 511 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.633493 | [
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on-supportive Strategy: Defend High potential for cooperation Type: Supportive Strategy: Involve Type: Mixed blessing Strategy: Collaborative Now that you have this information, you can complete a stakeholder analysis template ( Table 5.2 ) that will help you define your strategies to improve their support: Table 5.2 S... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.636 | 0.854 | ["strategy", "economy", "faith_spirituality", "philosophy"] | 506 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.633585 | [
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– Med – High) What do you want from stakeholders? What is important to stakeholders? How could stakeholders block your efforts? What is your strategy for enhancing stakeholder support? Finally, a key piece of your stakeholder management efforts is constant communication to your stakeholders. Using the information devel... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.527 | 0.686 | ["communication", "strategy", "management", "philosophy"] | 453 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.633688 | [
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ate has six fields plus a table to be filled out. The lines ask for: the project scope, key messages, communication goals, communication teams, project team, and other stakeholders. Then, there is a table with seven columns where you can track the communication plan. The column headers of this table are: communication ... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.564 | 0.864 | ["communication", "management"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.633793 | [
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adapted and remixed by Adrienne Watt from the following sources: Opening text and text under “Project Stakeholders” adapted from “ Project Stakeholders ” in Project Management by Merrie Barron and Andrew Barron. Licensed under a CC BY 4.0 licence . Text under “Politics of Projects” adapted from “ The Politics of Projec... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.603 | 0.84 | ["management"] | 419 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.633892 | [
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drew Barron. Licensed under a CC BY 4.0 licence . Text under “Culture of Stakeholders” adapted from Culture of Stakeholders in Project Management From Simple to Complex by author whose name has been removed at the request of the original publisher. Licensed under CC BY-NC-SA 4.0 licence . Text under “Relationship Build... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.633 | 0.694 | ["networking", "management"] | 439 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.633985 | [
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Erin Palmer. Licensed under a CC BY 3.0 licence . Text under “Tools to Help Stakeholder Management” adapted from Project Decelerators – Lack of Stakeholder Support by Jose Solera. Licensed under a CC BY 3.0 licence . Media Attributions Project Stakeholders © Barron & Barron Project Management for Scientists and Enginee... | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.614 | 0.862 | ["management"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.634079 | [
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Barron; Erin Palmer; and Jose Solera is licensed under a Creative Commons Attribution-ShareAlike 4.0 International License , except where otherwise noted. Share This Book | https://opentextbc.ca/projectmanagement/chapter/chapter-5-project-stakeholders-project-management/ | 5. Stakeholder Management – Project Management – 2nd Edition | opentextbc.ca | unknown | false | 0.518 | 0.598 | ["innovation"] | 170 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.634197 | [
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Stakeholder Management Process 1. Stakeholder Analysis Stakeholder analysis is not a single step but a series of steps, stakeholder identification, stakeholder mapping and stakeholder prioritization. In simple terms, stakeholder analysis could be defined as the process of understanding who your project stakeholders are... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.651 | 0.818 | ["management"] | 424 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.879978 | [
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their importance for your project or business. 2. Stakeholder Identification Stakeholder identification is the first step in the stakeholder analysis process and it’s the base of your stakeholder management plan. As its name implies, this process consists in identifying all your internal and external stakeholders. Late... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.448 | 0.842 | ["management", "strategy"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.880370 | [
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dentification process: Review project planning documents such as your project charter to help you find stakeholder information. Look for any government regulations that might apply to your project. If so, those government agencies become project stakeholders. Ask your team members and other internal stakeholders for fe... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.417 | 0.848 | ["governance", "strategy", "management", "philosophy"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.880517 | [
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internal and external stakeholders, it’s time to determine their level of interest and the power or influence they have over the project. This is an important step in the stakeholder relationship management process, because this is when you’ll get the information needed for stakeholder prioritization. The easiest way t... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.435 | 0.86 | ["management", "networking", "philosophy"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.880650 | [
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gin prioritizing your project stakeholders by their importance to the project. Decide who among them have the most influence on the project and are affected by it. Once you’ve determined who your key stakeholders are, it will be easier to keep an eye on them and determine which are the best stakeholder management strat... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.666 | 0.856 | ["management", "decision_making", "philosophy"] | 486 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.880788 | [
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, you figure out how to engage your stakeholders. This is the process by which you decide how you’ll communicate and interact with your project stakeholders. This leads to a stakeholder communication plan that outlines the channels and frequency of communications between you and each project stakeholder. You can use ou... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.477 | 0.858 | ["communication", "management", "decision_making", "crisis", "networking"] | 511 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.880922 | [
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ct before, it can be difficult to imagine how you would go about doing this on and individual level. Think about the various stakeholders involved on a large project. How would you plan on managing the involvement of stakeholders listed here? Stakeholder Description Some Options for Managing the Stakeholders High inter... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.635 | 0.86 | ["management", "crisis", "education"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.881090 | [
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process Low interest, the source of major requirements on the project (high influence), not easy to work with Determine why the interest is low, and ask others who have worked with the stakeholder for suggestions on how to engage this person. Identify ways to elect the requirements as effectively as possible. Make sure... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.615 | 0.834 | [] | 417 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.881207 | [
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ved by the stakeholder as accurate. Send reports. High interest, high influence, not a supporter of the project Make sure you know why the stakeholder is not a supporter and base your plan for managing the stakeholder on dealing with those reasons. High interest, high influence, a supporter of the project Involve the s... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.619 | 0.836 | ["management", "philosophy"] | 424 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.881373 | [
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include the information the stakeholder request. Moderate interest, high influence, completing many activities on the project, a supporter of the project Invite the stakeholder to officially join the project management team. Moderate interest, nervous about completing her assigned activities Plan to find and forward re... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.506 | 0.848 | ["management", "war_conflict", "philosophy"] | 511 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.881566 | [
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these stakeholders — you should make sure that they are very satisfied with the communications you send them. High power, less interested people: You should make sure that these people feel satisfied with your communications. Don’t communicate with them too much though otherwise your message may become boring. Low powe... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.474 | 0.866 | ["communication", "philosophy"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.881695 | [
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ct, suggesting a way of doing something that you haven’t already thought of. Low power, less interested people: You should monitor these people, ensuring that you send updates about the project, but ensuring that you do not bore them with excessive communication. Managing Stakeholder Relationships Video Exercise 1: Sta... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.507 | 0.848 | ["networking", "communication", "strategy", "management"] | 492 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.881835 | [
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ships to local planning issues and/or each other. If desired, make notes directly on the paper or use different symbols or lines to identify important relationships (i.e. common interests, influence, etc.). This type of exercise is useful for identifying stakeholders, brainstorming potential issues, and uncovering hidd... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.621 | 0.686 | ["networking", "strategy"] | 470 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.881964 | [
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er Analysis, Museum Notes Blog, February 7, 2011. Photo 3 from Stakeholder Interests, Sustainable Sanitation and Water Management, 2010. Managing Stakeholders Often there is more than one major stakeholder in the project. An increase in the number of stakeholders adds stress to the project and influences the project’s ... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.638 | 0.856 | ["management"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.882088 | [
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roject outcomes or execution approach will also influence the stakeholder complexity of the project. In addition to the number of stakeholders and their level of investment, the degree to which the project stakeholders agree or disagree influences the project’s complexity. A small commercial construction project will t... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.594 | 0.846 | [] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.882201 | [
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est in the project and can influence the execution plan of the project. The neighbours will have an interest in the architectural appeal, the noise, and the purpose of the building. Example: Tire Plant in India A U.S. chemical company chartered a project team to design and build a plant to produce the raw materials for... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.535 | 0.876 | ["management"] | 510 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.882323 | [
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s and involved a different U.S. chemical company. When the company announced the new project and began to break ground, the community backlash was so strong that the project was shut down. A highly involved stakeholder can significantly influence your project. Example: Wind Turbine on a College Campus A small college i... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.553 | 0.864 | [] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.882447 | [
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monstration project for engineering students to expose students to wind technology. The campus facilities department found only one location for the wind turbine that would not disrupt the flow of traffic on campus. The engineering department found that location unacceptable for students who had to maintain the wind tu... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.346 | 0.838 | [] | 459 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.882577 | [
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turbine and would not provide a building permit. The college had to go to the county council and get an exception to county rules. The marketing department wanted the wind turbine placed in a highly visible location to promote the innovative approach of the college. Each of the college’s stakeholders had a legitimate i... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.537 | 0.872 | ["negotiation"] | 511 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.882703 | [
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ack of agreement on the location, increased the complexity of the project. Significant time and resources of a project will be dedicated to identifying, understanding, and managing client expectations. Example: Stakeholders and a Bridge Project The Department of Highways chartered a project to upgrade a number of bridg... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.377 | 0.85 | ["management", "negotiation"] | 497 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.882829 | [
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ffic congestion, including a large shopping mall. The contract included provisions for minimizing the impact on the traffic and communities near the construction areas. This provision allowed businesses or interested parties to review the project schedule and make suggestions that would lessen the impact of the constru... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.377 | 0.838 | ["leadership", "strategy"] | 492 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.882956 | [
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takeholders on the project approach and schedule. Relationship Building Tips Take the time to identify all stakeholders before starting a new project. Include those who are impacted by the project, as well as groups with the ability to impact the project. Then, begin the process of building strong relationships with ea... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.63 | 0.86 | ["networking"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.883094 | [
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how the project will affect their problems and needs. Identify their individual characteristics and interests. Find out what motivates them, as well as what provokes them. Define roles and level of participation, and determine if there are conflicts of interest among groups of stakeholders. Assess influence : Measure t... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.624 | 0.844 | ["management", "motivation", "war_conflict"] | 469 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.883222 | [
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e more a project manager will need their support. Think about the question, “What’s in it for them?” when considering stakeholders. Knowing what each stakeholder needs or wants from the project will enable the project manager to gauge his or her level of support. And remember to balance support against influence. Is it... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.622 | 0.852 | ["management", "war_conflict"] | 461 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.883374 | [
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support from one with a high level of influence? Understand their expectations : Nail down stakeholders’ specific expectations. Ask for clarification when needed to be sure they are completely understood. Define “success” : Every stakeholder may have a different idea of what project success looks like. Discovering this... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.447 | 0.864 | ["philosophy"] | 511 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.883533 | [
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takeholders will be supportive of the final outcomes. Keep stakeholders involved : Don’t just report to stakeholders. Ask for their input. Get to know them better by scheduling time for coffee, lunch, or quick meetings. Measure each stakeholder’s capacity to participate and honour time constraints. Keep stakeholders in... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.655 | 0.69 | ["philosophy"] | 447 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.883608 | [
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ough. One update per week is usually about right. Hold project meetings as required, but don’t let too much time pass between meetings. Be sure to answer stakeholders’ questions and emails promptly. Regular communication is always appreciated – and may even soften the blow when you have bad news to share. These are the... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.429 | 0.862 | ["networking", "communication", "management", "education"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.883679 | [
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nderstands – such as learning the differences between and relating well to different types stakeholders. How to Relate to Different Types of Stakeholders By conducting a stakeholder analysis, project managers can gather enough information on which to build strong relationships – regardless of the differences between th... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.495 | 0.836 | ["philosophy", "management", "networking", "education"] | 444 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.883763 | [
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ferent from those of a chief information officer. Therefore, the project manager’s engagement with each will need to be different as well. Stakeholders with financial concerns will need to know the potential return of the project’s outcomes. Others will support projects if there is sound evidence of their value to impr... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.475 | 0.824 | ["management", "philosophy"] | 420 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.883825 | [
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production, or meeting other company objectives. Keep each stakeholder’s expectations and needs in mind throughout each conversation, report or email, no matter how casual or formal the communication may be. Remember that the company’s interests are more important than any individual’s – yours or a stakeholder’s. When ... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.635 | 0.858 | ["communication", "management", "philosophy"] | 511 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.883887 | [
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manager who: Is always honest, even when telling them something they don’t want to hear Takes ownership of the project Is predictable and reliable Stands by his or her decisions Takes accountability for mistakes Supportive Stakeholders are Essential to Project Success Achieving a project’s objectives takes a focused, w... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.47 | 0.68 | ["management", "decision_making"] | 428 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.883952 | [
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ed team and gain the support of all stakeholders. Building strong, trusting relationships with interested parties from the start can make the difference between project success and failure. Business Ethical Dilemmas and Stakeholders Video Globa Ethics Solutions YouTube video: Text Attributions This chapter was adapted ... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.611 | 0.85 | ["management", "ethics", "networking"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.884017 | [
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s ” in Project Management by Merrie Barron and Andrew Barron. Licensed under a CC BY 4.0 licence . Text under “Politics of Projects” adapted from “ The Politics of Projects ” in Project Management by Merrie Barron and Andrew Barron. Licensed under a CC BY 4.0 licence . Text under “Culture of Stakeholders” adapted from ... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.61 | 0.86 | ["management"] | 473 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.884076 | [
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removed at the request of the original publisher. Licensed under a CC BY-NC-SA 4.0 licence Text under “Relationship Building Tips adapted from How to Build Relationships with Stakeholders by Erin Palmer. © CC BY (Attribution) . Text under “Tools to Help Stakeholder Management” adapted from Project Decelerators – Lack o... | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.661 | 0.706 | ["management", "networking", "innovation"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.884135 | [
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der a Creative Commons Attribution 4.0 International License , except where otherwise noted. Share This Book | https://kirkwood.pressbooks.pub/projectmanagementbasics/chapter/managing-stakeholders/ | Managing Stakeholders – Project Management Basics | kirkwood.pressbooks.pub | unknown | false | 0.517 | 0.582 | ["innovation"] | 108 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:12.884198 | [
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can be trusted voices or third-party endorsers 2. Which stakeholders are critical to your success? The importance of identification Before beginning any activity, you should work to understand the current landscape and those stakeholders that will be vital for you to engage with. Your campaign or project will be more e... | https://www.communications.gov.uk/publications/ensuring-effective-stakeholder-engagement/ | Ensuring Effective Stakeholder Engagement - GCS | communications.gov.uk | public_domain | false | 0.482 | 0.838 | [] | 431 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:13.110576 | [
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r success? How are you going to engage with them? Best practice Implementation Did you set out to achieve what you wanted to achieve? Introduction A stakeholder is a group or individual who can affect or is affected by the achievement of the organisation’s objective.” Freeman, 1984 Stakeholder engagement is about knowi... | https://www.communications.gov.uk/publications/ensuring-effective-stakeholder-engagement/ | Ensuring Effective Stakeholder Engagement - GCS | communications.gov.uk | public_domain | false | 0.693 | 0.836 | [] | 423 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:13.110957 | [
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elping to achieve this policy/campaign objective? What are the benefits of engaging with stakeholders for this purpose? What are the risks of doing it wrong or not doing it at all? What level of support or resource will you need internally? How will you evaluate this activity? Consistent and clear communication should ... | https://www.communications.gov.uk/publications/ensuring-effective-stakeholder-engagement/ | Ensuring Effective Stakeholder Engagement - GCS | communications.gov.uk | public_domain | false | 0.476 | 0.838 | ["salary", "communication"] | 431 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:13.111157 | [
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Ensuring Effective Stakeholder Engagement Continuing Professional Development ( CPD ) points: 2 This guide will support your engagement with stakeholders and equip you with some helpful tools and advice to develop effective stakeholder communications plans within your own teams. Details Contents Introduction Getting st... | https://www.communications.gov.uk/publications/ensuring-effective-stakeholder-engagement/ | Ensuring Effective Stakeholder Engagement - GCS | communications.gov.uk | public_domain | false | 0.517 | 0.83 | ["communication", "management", "career"] | 442 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:13.111336 | [
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nowing how best to involve them in your business. Stakeholder engagement and management involves taking into consideration the different interests and values stakeholders have and addressing them throughout the project or campaign. Engaging the right people in the right way in your project can make a notable difference... | https://www.communications.gov.uk/publications/ensuring-effective-stakeholder-engagement/ | Ensuring Effective Stakeholder Engagement - GCS | communications.gov.uk | public_domain | false | 0.713 | 0.856 | ["management", "communication", "ethics", "salary"] | 512 | Stakeholder Management Engagement | topic | 2026-04-15T01:35:13.111467 | [
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