Managing Stakeholders: The Myth and the Reality

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Managing Stakeholders: The Myth and the Reality

by Mark Mullaly

March 30, 2009


Imagine the perfect project:
 
The organization faces a key challenge. Stakeholders quickly rally to the cause. Consultations are held, requirements are defined and all involved find constructive ways to compromise, balancing their needs with those of the larger organization. A fully agreed upon statement of requirements is put in place, and work begins on the solution. With clarity and guidance already firmly established, progress is made rapidly and a responsive solution is deployed to a waiting and eagerly adoptive community. Business results are exceptional, and everyone looks fondly back on the project experience, wishing they could do it over and hoping that there will be another one like it.
 
Alright, nap time’s over. Wake up princess…time to quit daydreaming, it’s back to reality. We all know project life isn’t really like that, so there’s no point in really hoping, is there?
 
But why not? What is it about projects and organizations that make what should be a simple, straightforward exercise so unattainable? After all, if we all desire the outcome, why shouldn’t it be easier to attain? What is it about projects that make negotiating and gaining agreement on stakeholder requirements so uniquely and perversely difficult? And what can be done to make the process easier?
 
Probably one of the biggest challenges in terms of managing project stakeholders is simply the existence of competing interest.



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