I just wanted to know as a buyer, can a sub-contractor of a seller to be considered as a stakeholder for assessment by a PM? If a privity relationship persist like Buyer -- Seller --- Sub-Contractor scenario. Do this sub-contractor need to be assesed, planned, managed and monitored as a SH? Saving Changes...
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Stelian ROMANProject Manager| MicroSafetyCarlingford, New South Wales, Australia
NO, because the PM won't manage it or have any interaction with that organisation. Project Team members are individual stakeholders.
Vendors, inclusive sub-contractors are managed based on commercial agreements. That should be enough to manage them. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
Definition of project stakeholder management (sorry for being obvious).Project Stakeholder Management includes the processes required to identify the people, groups, or organizations thatcould impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and todevelop appropriate management strategies for effectively engaging stakeholders in project decisions and execution.
So, you have to consider them to be aware of the impacts they can create into your project. It does not mean that you decide not directly manage them due to they are subcontractors of your buyer but you must be aware of them. I can write here lot of examples about what happen when you do not be aware of those situations. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Yes, agree with Sergio.
They are working on your project and have influence on your objectives.
Vice versa should you then have some influence on them. this not necessarily means you have legal influence because of privity.
I have seen clauses in contracts though, that any subcontractor has to be agreed to by the buyer and that the buyer reserve the right to audit subcontractors. Saving Changes...
Stelian ROMANProject Manager| MicroSafetyCarlingford, New South Wales, Australia
I agree with Sergio and Thomas but I believe that being "aware of the impacts they can create into your project" is Risk Management rather than Stakeholder Management.
Unless there is a clause in the contract with the principal contractor that you can manage their subcontractors you have to rely on the principal contractor.
Individuals can be managed as part of the project team but engagements at the organisation level need commercial documents. Saving Changes...
As Sergio mentioned, we better refer to the definition and apply that to the case. In this case, as described here, the answer is yes. Saving Changes...
Absolutely. There are different possible contractual scenarios that involve both the end-customer, and a sub contractor. I'll call the 3 entities customer, integrator, and sub-contractor (sub) so we're speaking the same terms
Buyer Furnished Equipment (BFE): The customer selects the sub-contractor themselves and is on contract with them directly and funds the sub. The integrator is on contract with the customer to deliver a product with the sub's deliverables, and to manage the sub themselves. The integrator may refuse to sign such a contract if the sub is a known unreliable source. (The customer wants a car with a custom Brand-X radio, purchases the radio themselves, and hands it to the car builder)
Supplier Purchased Equipment (SPE): The customer selects the sub similar to BFE, but the contract is for the integrator to purchase equipment from the sub directly, and manage the development. (The customer wants a Brand-X radio. The car builder purchases the radio and installs it themselves.)
Supplier Furnished Equipment (SFE): Unlike BFE or SPE, the customer has no choice in the sub. The integrator selects and enters a contract with the sub, and is responsible for managing the development. (The customer wants a radio with certain features. The integrator picks the supplier and installs it.) Saving Changes...
