The existing tools and models for managing stakeholders of the project are analyzed. It is known that effective interaction with stakeholders positively affects on various aspects of project management. The article focuses on the need for stakeholder analysis as an integral part of the project. Great interest in this topic is related to the fact that the best results are shown by organizations that in the course of their work create value for all stakeholders. It is known that in the fifth edition of the PMBoK standard, stakeholder management was highlighted as a new independent branch of project management knowledge. Today, existing methods are intended for the level of contractors: project managers, management team, office professionals. But for the upper echelons of power there are no relevant management models. But this is the level of strategic decisions, on which about 50% of the success depends on.The article discusses theoretical and methodological approaches and stakeholder analysis models that allow to identify, evaluate the characteristics of the importance, strength, relevance of stakeholders and, depending on this, outline a strategy for managing interaction with them. It is concluded that existing methods, as a rule, consider the relationship between stakeholders and companies, but do not take into account the specifics of the project. Analyzed models and tools can be divided into 3 categories: quantitative, qualitative and complex. Quantitative models generate numerical data that can be converted to numbers. Qualitative models produce non-numerical data (visualization). Comprehensive - Combine several qualitative and quantitative models, or a combination of them. In addition, quantitative models are often complex tools that can only be used as part of an automated computing system.Thus, the development of effective methods for managing stakeholders in projects and programs is an urgent task.
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