TABLE OF CONTENTS Before moving on to Section 4.2, I would briefly like to revisit some key points of stakeholder analysis. In Chapter 2 we reviewed the key components of what constituted a basic stakeholder analysis. To recap the first step in a stakeholder analysis is to identify (Section 2.1) and list all potential stakeholders (internal, external, and extended). The second step (Section 2.2) focused on how we attract and classify stakeholders using maps and checklists and other qualitative information and analysis techniques. The third step focused on how we achieve stakeholder participation and involvement (Section 2.3). In Section 3.3 we discussed some of the barriers to stakeholder commitment.
In this chapter we will focus on the fourth step of maintain that is the question of how to satisfy stakeholders and their ongoing needs? In answering this question the discussion will open those topics of stakeholder values and behaviours, ethics, legitimacy, and project governance.
As stated in Section 1.2.2 (Figure 1.5), project managers should support processes and modes of behaviour that are sympathetic, sensitive, and respectful to stakeholders and their needs.
Values and behaviours are often associated with what behaviourists call higher needs that is trust, motivation, empowerment, success, relationships, and influence. People (including external and extended stakeholders) are a project organization s only real resource. It is the individuals associated with any project who create and implement ideas. Without them, nothing would exist: there would be no memory, no...
