Stakeholder-led Project Management by Louise M. Worsley

Author:Louise M. Worsley
Language: eng
Format: epub
Publisher: Business Expert Press
Published: 2017-03-20T16:00:00+00:00

Parallel Projects in Programs

In the stakeholder-led project described in Case 4.3, stakeholders feature right at the beginning of the project. Not just the traditional role-based stakeholders such as the sponsor and other groups internal to the organization, but large numbers of individuals from the public and related business areas. The views and positions of these agenda-based stakeholders were taken into account in the conceptualization of the project. This is typical of a stakeholder-led project where the solution is selected by, or at least heavily influenced by, input from stakeholder groups. It’s not just the project owners’ goals that matter, but what the stakeholders will ‘allow’ you to do. What shared goal can be found that will be acceptable and supported by these powerful stakeholder groups.

In stakeholder-led projects, indirect strategies and approaches are more likely to be adopted. These are often not associated with the direct outcomes of the program but are designed to deal with an overarching critical success factor. In Case 4.3, for example, it is critical that the local transport businesses accept and commit to the new IRT; it’s not just important, it’s not just a risk, but a guarantee of failure if not achieved.

In the IRT case, it is noteworthy that there was a decision to run the project as a separate managed entity—a different project. The idea of parallel projects is not uncommon. D’Herbemont and Cesar (1998) refer to them as lateral projects; emphasizing the de Bono idea of lateral thinking that is necessary to resolve the conflict brought about by competing agendas. As de Bono says:

We can take it that many conflicts are designed by history, by circumstances and by moment-to-moment developments. We can also take it that many conflicts are designed (not necessarily deliberately) by the parties involved, who focus on differences and crystallize conflict points. (de Bono 1985)

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