Stakeholders

Holtbrügge, Berg & Puck (2007) suggested that the success of a firm does not depend

primarily on the efficient coordination and control of its operations, but on the

establishment and maintenance of a cooperative dialogue with all relevant internal and

external interests groups that may influence its activities in a positive and negative ways

as mentioned by Clarkson, (1995), Frooman (1999) and Mitchell, Agle & Wood (1997

There is a need to decide upon who is and who is not a stakeholder of any activities and it

is true that not all stakeholders are equally important in achieving goals (Salam &

Noguchi, 2006). Such a decision is influenced by the important of each stakeholder,

which is a function of their power, legitimacy and urgency; which will distinguish among

primary-stakeholders, secondary-stakeholders and non-stakeholders (Vandekerckhove &

Dentchev, 2005:p221). Furthermore, Bourne & Walker (2005:p651) stated that

“legitimate and valid” stakeholders need to be identified and their power and influence

mapped so that their potential impact on projects can be better understood

The first task in developing project’s strategic aim and brief is to identify the

stakeholders, without which the project will probably not be considered as successful

though the project’s team is able to manage the project within time, budget and quality.

In project management, effective project managers require keen analytical and intuitive

skills to identification of stakeholders and work with them to understand their

expectations and influence upon project success. This facilitates managing process that

maximises stakeholder positive input and minimises any potential detrimental impact

(Bourne & Walker, 2005:p649).

Identifying stakeholders can be considered drawing a line between the parties to be

involved and the parties not to be involved (Vos & Achterkamp, 2006:p166) and to

identify the stakeholder, it is fundamental to...