By Gary Straw
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Secondly, many of the stakeholder groups will be outside the direct control of project management. The effect of this can be underestimated. 7 shows the potential incorporation of stakeholders into the project process diagram; the project sits in a stakeholder envelope. Now who’s in charge here? What do we mean by project stakeholders? A common understanding of stakeholders in this context is that they are groups or individuals who affect or are affected by the project. Freeman, Harrison and Wicks (2007: 6) define the stakeholder as ‘any group or individual who can affect or is affected by the achievement of a corporation’s purpose’.
The strength of the idea creator is a challenge for the modelling needs of the project process, and is not an easy problem to deal with. Of course, it depends on the context of the activity – we could argue that this is not the best way to invest in a new start-up of this type. It nevertheless provides a good example of the contrast between the fluidity of the conceptual phase and the needs of planning, something we will explore further in the coming chapters. This type of project management role often requires a particular behavioural style and approach that may be difficult for some project managers to enact.
Projects that are the result of unexpected events (such as natural disasters) emphasize some of these aspects. Where do we begin – at the start, in the middle or at the end? Most of us might be inclined to think ‘at the start’. In the world of projects, many of us with a responsibility for them find that we might not start at the start. Some may find that they need to review a project that has (almost) been completed; some may be involved in 19 20 Projects in an Ideal World developing the initial idea; others may be given a project to execute, wrestling with the process of converting someone else’s idea into a finished product or service.