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Concluding Remarks On Stakeholder Management

The document discusses project stakeholder management roles and approaches. It states that stakeholder management has both a strategic and operational side, which may be handled by different project roles. These roles include the project manager, owner, team members, and workers. The strategic aspect involves how the project will engage each stakeholder, while the operational aspect involves ongoing interactions. It's important to coordinate the roles to provide stakeholders a coherent message. The document also distinguishes between "management of stakeholders", which is instrumental, and "management for stakeholders", which is more ethical and focuses on understanding each stakeholder's needs and interests.

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55 views2 pages

Concluding Remarks On Stakeholder Management

The document discusses project stakeholder management roles and approaches. It states that stakeholder management has both a strategic and operational side, which may be handled by different project roles. These roles include the project manager, owner, team members, and workers. The strategic aspect involves how the project will engage each stakeholder, while the operational aspect involves ongoing interactions. It's important to coordinate the roles to provide stakeholders a coherent message. The document also distinguishes between "management of stakeholders", which is instrumental, and "management for stakeholders", which is more ethical and focuses on understanding each stakeholder's needs and interests.

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chinedu
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M a n a g i n g f o r S t a k e h o l d e r s 231

Project Stakeholder Management Roles


It is important to notice that project stakeholder management both has a strategic
and an operative side, and that it may be persons in different roles that take care of
them. The strategic project stakeholder management concerns overall decisions on how
to relate to each stakeholder, that is whether the stakeholder should be engaged in
the project by giving him or her a formal project role in the project organization or
by inviting the stakeholder to project events or be on a distribution list for a project
newsletter. The operative project stakeholder management concerns the continuous
interactions with the project stakeholder regardless if it is planned within the strategic
considerations or emergent due to upcoming needs initiated by the project or by the
stakeholder.
A management for stakeholders approach implies that a comprehensive understanding
of the project stakeholder’s needs, interests and expectations should be developed and
those continuous interactions should take place in order to sustain the understanding and
take care of eventual changes. This implies that it may be a good idea to involve a number
of project roles in both the strategic and operative project stakeholder management,
like the project manager, the project owner, project team members and project workers.
In big infrastructure projects in Holland the stakeholders’ interests are even more in
focus as the law says that a specific project stakeholder manager must be appointed.
Thus the challenge lay in coordinating the tasks and the consistency of the behavior
of the different roles involved in stakeholder management on a project to provide a
coherent message to a particular stakeholder.

Concluding Remarks
The chapter draws a distinction between a management of project stakeholders approach
and a management for project stakeholders approach. Whereas the first one applies an
instrumental approach to the stakeholders, the second is a more ethical approach. The
two approaches can be seen as extremes on a spectrum. Classical project stakeholder
management literature is dominated by the management of project stakeholders
approach. In this chapter we point to implications of choosing a management for project
stakeholders approach. This includes developing a more comprehensive understanding
of each stakeholder’s needs, interests and expectations, regardless of the stakeholder’s
potential to harm or help the project. The core difference between the approaches lies
in the underpinning values, and not so much in the processes and methods. Still some
methods are more suitable than others to incorporate a management for stakeholders
approach. Regardless of approach, a comprehensive stakeholder management process
consists of three sub processes: stakeholder analysis, stakeholder engagement and
disengagement. In the chapter selected methods related to each sub process and
appropriate for a management for stakeholders approach are offered and the roles for
project stakeholder management are briefly discussed.
232 G o w e r H a n d b o o k o f P r o j e c t M a n a g e m e n t

References and Further Reading


Ackermann, F. and Eden, C., 2011, Strategic management of stakeholders: theory and practice, Long
Range Planning, 44(3): 179–96.
Andersen, E.S., 2008, Rethinking Project Management. An Organisational Perspective, Harlow: Prentice
Hall/Financial Times.
Donaldson, T. and Preston, L.E., 1995, The stakeholder theory of the corporation: concepts,
evidence, and implications, Academy of Management Review, 20(1): B5–91.
Eskerod, P. and Huemann, M., 2013, Sustainable development and project stakeholder management:
What standards say, International Journal of Managing Projects in Business, 6(1) 36-50.
Eskerod, P. and Jepsen, A.L., 2013, Project Stakeholder Management, in Dalcher, D. (ed.): Fundamentals
of Project Management Series, Aldershot: Gower.
Freeman, R.E., 1984, Strategic Management: A Stakeholder Approach, Boston: Pitman/Ballinger.
Freeman, R.E., Harrison, J.S. and Wicks, A.C., 2007, Managing for Stakeholders: Survival, Reputation,
and Success, New Haven, CT: Yale University Press.
Freeman, R.E., Harrison, J.S., Wicks, A.C., Parmar, B.L. and De Colle, S., 2010, Stakeholder Theory: The
State of the Art, Cambridge: Cambridge University Press.
Gareis, R., Huemann, M., Martinuzzi, A., Weninger, C. and Sedlacko, M., 2013, Project Management &
Sustainable Development Principles, Newtown Square, PA: Project Management Institute.
Huemann, M., Weninger, C., Cordosa J., Barros, L. and Weitlaner, E., 2013, Experimenting with
project stakeholder analysis, in Silvius, G. and Tharp, J. (eds), Sustainability Integration for Effective
Project Management, Hershey PA: IGI Global.
Huemann, M. and Zuchi, D., 2014, Towards A Comprehensive Project Stakeholder Management
Approach for HR Projects, in Klimoski, R., Dugan, B., Messikomer, C. and Chiocchio, F., (eds), The
Art and Science of Managing Human Resource Projects, SIOP Practice Series, in press.
Mitchell, R.K., Agle, B.R. and Wood, D.J., 1997, Towards a theory of stakeholder identification and
salience: Defining the principle of who and what really counts, Academy of Management Review,
22(4): 853–86.
Savage, G.T., Nix, T.W., Whitehead, C.J. and Blair, J.D., 1991, Strategies for assessing and managing
organizational stakeholders, Executive (19389779), 5(2): 61–75.
Wheeler, D. and Sillanpää, M., 1998, Including the stakeholders: The business case, Long Range
Planning, 32(2): 201–10.

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