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Stakeholders vs. Noisemakers
When stakeholder become noisemakers they can distort requirements, damage morale, hinder performance and jeopardize project outcomes. Identifying them before it’s too late is essential, and managing them is an ongoing activity that requires persistence and tact.
An indispensible part of project management is seeking input from a wide variety of stakeholders. A Guide to the Project Management Body of Knowledge defines a stakeholder as “Individuals and organizations that are actively involved in the project, or whose interests may be positively or negatively affected as a result of project execution or project completion.” Stakeholders have many roles: sponsors, direct users, vendors, enforcers of corporate policy, team members and operational managers.
For many projects, it may not be practical to involve all stakeholders, but it is important to weigh the inputs from representatives of many different types of stakeholders. This requires stakeholder analysis, which includes identifying the appropriate stakeholders for the project, defining their roles, and establishing efficient communications with them. Effective stakeholder analysis strives to ensure that each stakeholder has the correct amount of influence on the project and influences the project at the right times and in the right places. But “noisemakers” can derail this goal.
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