As project manager, your performance is inevitably going to be key to the eventual success of the project. Your team, as well, are vital, carrying out the tasks that make the project move ahead. Yet there's a third group who also have a significant influence, who may not contribute directly to the completion of the project, but who can nonetheless play a very major role - the stakeholders.

Stakeholders could be directors, managers, shareholders, investors, inspectors (in a public sector operation)... anyone who has an interest in seeing that the project is completed. They may have made a capital contribution to the project, or to the company as a whole, or it may simply be their job to take an interest in the process - but whoever they are and whatever cause they have for being involved, it's essential that you're able to deal with them effectively, to maintain a positive relationship and prevent any conflicts that may have a detrimental impact on the project.

Keeping stakeholders involved and on your side

Leon and his team are redesigning the website of the fictional company Timec-Invest, a major global investments institution. This overhaul is critical to the expansion of the organisation and its hopes to attract significant new clients after a few years of decline. Consequently, there's a lot of pressure on Leon to deliver the ideal online solution, and a number of stakeholders have an interest in seeing that the project is a success.

In spite of the pressure, however, it's essential that Leon doesn't see stakeholders as opponents or obstacles; just as he has duties he needs to perform, so do they, and they're entitled to investigate and monitor progress. Leon ought to consider the best way that he can keep them up-to-date with the status of the project, with any concerns or positive developments that might be of interest to stakeholders - and he can make good use here of Microsoft Office applications.

With both Project and Excel, he can easily produce reports that give stakeholders the information they need immediately, clearly and comprehensibly; if he's making a more formal report, or will be providing information for a number of stakeholders, he may also consider a PowerPoint presentation to make his information more appealing and engaging.

Yet no technology can replace the simple obligation to keep stakeholders in the picture. Leon needs to be proactive in reporting developments, particularly any concerns or delays that arise - and whether by email, letter, or phone, he ought to be ready to discuss any issues that may inhibit either the progress of the website development or the effectiveness of the completed design.

Minimising interference

However, as important as it is that Leon stay in regular contact with stakeholders, he must still be wary of any demands they make as regards the work itself. His experience in web design has taught him that it's not at all unusual for stakeholders to make suggestions as to what the website should contain after the process is underway - and that these suggestions are entirely understandable, often a product of a desire to provide useful and attractive online services without the restraint that comes with an awareness of web design issues.

It's important, of course, that Leon feels able to say no, that he can assert himself and defend the original project plan against interference that might delay or damage it. But this isn't simply a matter of refusing to bend: indeed, taking a position that can be interpreted as aggressive could cause more harm than the interference itself, alienating key figures in the organisation, shareholders or investors. Rather, Leon should be fully aware of how different aspects of the project fit into the budget and schedule, in order to explain persuasively why the new proposal and consequent scope creep would be detrimental.

Whether a stakeholder's contribution is positive or negative, it's always essential to keep them in the loop, to be aware that they are a part of the project even if they're not carrying out the tasks. However, a project manager will need to balance the sometimes conflicting needs to keep them involved on the one hand, and negate any interference on the other. These can be difficult skills, and it's certainly worth considering a short training course to develop them - and with those skills honed, you can be confident of keeping stakeholders on your side and of working together towards a successful conclusion to the project.