Stakeholder Management Process Research Articles

Investigation of Current Practices and Challenges of Stakeholder Management Process in Construction Projects

In the construction industry, stakeholder management is essential for project success because it entailslocating, evaluating, and proactively interactingwith people or organizations that have the potential to have a substantial impact on project. Due to the involvement of multiple parties, including clients, contractors, subcontractors, regulatory bodies, local communities, and environmental organizations, the construction business is intrinsically complicated. Achieving project objectives, minimizing conflicts, and addressing a variety of interests all depend on effective stakeholder management. In this research, the various challenges faced by the stakeholders are identified. Alongside, the current practices followed by the stakeholders in the construction projects are explored. Based on that, the factors affecting stakeholders’ management on project performance are investigated. This research aims at identifying the most critical factors affecting the stakeholder’s performance across project success through a conceptual framework. This paper explains the direct impact made in project cycle due to stakeholder performance and major problems faced by the construction industries due to improper allocation of stakeholders. A review of earlier stakeholder management research is conducted to accomplish this goal. Keywords: Construction, stakeholders, performance, framework

Balancing between Team and Organisation: The Relationship between Stakeholders’ Influence and Trust and Cohesion in Post-transitional South-East European Basketball Teams

This explorative study examines whether the involvement of different stakeholders in South-East European basketball team activities significantly correlates with two crucial constructs often reported to be predictors of well-functioning teams in interacting sports, namely trust and cohesion among team members, and discusses what might cause these relationships. The Group Environment Questionnaire and a four-dimensional “competence-benevolence-integrity-predictability” trust scale were used for a sample of 73 basketball clubs from South-Eastern Europe (559 athletes, 73 head coaches, 73 directors). Correlation analyses showed that team cohesion is in a negative relationship with the influence of media, while trust within teams positively correlates with the influence of professional athletes in team activities. The trust relationship between athletes and coach is weaker in the case of private sponsors’ interference, while the coach's trust in the athletes positively correlates with the influence of volunteers. These findings combined with the literature review show that in the context of post-transitional South-East European sport clubs’ higher level of professionalisation appears to make it easier to achieve trustworthy relationships and higher team cohesion, while an increase in private sponsors’ interference might impair the coach–athletes relationship. The study provides a robust quantitative starting point and a set of new research questions for further examination of the causality between stakeholder activities and sport team dynamics, whereas from a practical point of view it points to relationships in need of greater attention in the stakeholder management process.

Identification and classification of interested parties of the construction enterprise.

According to theorists and practitioners, the main factor in the emergence of problems in relations with stakeholders is a lack of understanding of stakeholder management processes. In other words, it is a lack of management of stakeholders' expectations. First of all, this is due to the fact that, more often than not, there is a lack of understanding about which stakeholders surround the enterprise, what they want (their circle of interests), and what influence they can exert to achieve their own goals.
 Identification and classification of interested parties is one of the foundations of the enterprise's management activities, aimed at minimizing the occurrence of conflict situations with individual stakeholders, as well as at protecting relations between partners, taking the desired place on the construction market, and obtaining a positive reputation. In turn, the idea of interested parties introduced into the enterprise's system of life creates certain values and features both for the enterprise and for the stakeholders themselves.
 In the article, based on the study and analysis of literary sources, the concept of "interested parties" is defined, the main groups of stakeholders are formed, and the circles of interested parties specific to the construction industry are highlighted. Having identified these groups of interested parties in the future, there is an opportunity to understand their direct interests, expectations and influence on the enterprise, which will provide an opportunity to choose the development vector of the construction organization.
 The theory of interested parties is considered, in which, according to the research of scientists, it is proposed to divide stakeholders into categories both according to their functional characteristics and to classify them depending on the interests and power they possess. A number of different criteria for the identification of stakeholders developed by Ukrainian and foreign experts, as well as those criteria based on the AA 1000 SES standard of interaction with interested parties, are proposed. The importance of identification and classification of stakeholders of the construction enterprise in order to take into account their characteristics and expectations is characterized and substantiated.

Strategic Initiatives for Large Transport Infrastructure Planning: Reinforcing Sustainability in Urban Transportation through Better Stakeholder Engagement

An efficacious stakeholder engagement process is instrumental in achieving success in large transport infrastructure projects. This is due to the integral role of public stakeholders’ participation in the decision-making process. The purpose of this study is to explore the key components that are essential for an effective public stakeholder engagement process in large transport infrastructure projects. The paper entails an in-depth analysis of stakeholder management processes, large transport infrastructure complexities, and stakeholder engagement as a holistic framework. A mixed-methods approach is adopted, together with a comparative case study design utilizing various data from large transport infrastructure projects. The findings demonstrate that the engagement framework and objectives are the key components of large transport infrastructure planning. Moreover, such components are dependent upon the characteristics of public stakeholders and the project scope. These findings can assist transport planners in devising effective techniques for stakeholder engagement during the initiation of such projects.

Influence of Stakeholders’ Management on Public Project Success: Evidence from Kenya

Purpose: The purpose of this study was to examine the influence of stakeholders' management on public projects success in Kenya:
 Methodology: This study adopted a descriptive cross-sectional survey design. The target population was 500 staff working for the Kenya government. The study population included public work engineers, works clerks, public project managers, contractors, supervisors and community elder respondents. The research study embraced stratified random sampling method and a sample size of 150 respondents was obtained using the Yamane (1967) formula. The study further used structured questionnaires which consisted of both open-ended and closed-ended questions to collect data from the sampled population. The collected data was cleaned for clarity clearness. Coding was done on the basis of the place of the participants. The data was analyzed using excel. Data was presented using frequency tables
 Finding: The findings revealed that stakeholders’ analysis has a positive influence on public project success. Majority of the respondents agreed that stakeholders and their roles have been successfully identified. The study concludes that stakeholders’ participation had a positive impact on project success. In addition, the study suggests that proper stakeholder expectation management enhances project success. 
 Unique Contribution to Theory, Practice and Policy: The study affirmed applications of stakeholder’s theory since internal and external stakeholders power determines the success of public projects. For Practice, Public Project implementors should enhance stakeholder involvement in project decision-making. There is need for improvement in participatory planning and budgeting to enhance decision-making processes. In addition, the government should refine stakeholder management process by designing policy for stakeholder engagement. The policy, should emphasize the need to address concerns related to service timeliness, quality, and budget adherence, as well as enhancing feedback mechanisms and communication channels. Proper timeliness and quality of service delivery need to be enhanced. The government should establish mechanisms for participatory planning and budgeting, providing stakeholders with resources for active participation, addressing service timeliness and quality concerns.

Managing Relations between the Company “Apa-Canal Chişinau” JSC and Stakeholders

The process of implementation and certification of management systems, such as ISO standards, brings many benefits to “Apă-Canal Chişinău” JSC, through which the company’s marketing intensifies the confidence offered to customers regarding the fact that business activity is carried out at high international standards. The purpose of this paper is to analyse the management of stakeholders within the “Apă-Canal Chişinău” JSC. The objectives of this paper include the identification of the benefits brought to companies by the standards of the ISO series in which it is certified, as well as the analysis of a series of internal documents that regulate the stakeholder management process. In addition, in order to optimize the stakeholder management, the author developed and submitted for implementation the “Stakeholder management procedure” within the “Apă-Canal Chişinău” JSC. The given procedure will allow easier identification of stakeholders’ expectations, as well as better management of development projects.

Gren “fuelled” by fire: lessons for project management

Learning outcomes The learning outcomes of this study are as follows: 1) illustrate the project management failures that contributed to the fire accident at Grenfell using a fishbone diagram; 2) identify and classify the power and influence of various stakeholders involved in a brownfield project using a relevant framework; and 3) elaborate the need for following effective stakeholder management processes and project leadership, especially in the context of a refurbishment/renovation project. Case overview/synopsis On 14th June 2017, the Grenfell Tower in North Kensington, West London, UK, caught fire. The fire raged for 60 h and around 72 people lost their lives. Many criticized the response of the London Fire Brigade (LFB) and their lack of preparedness to respond to such an emergency. There were calls for Dany Cotton, the Chief of LFB, to resign. However, there had been a major cladding-related refurbishment at Grenfell, and subsequent investigations revealed that the use of combustible materials, a lack of compliance with the fire-safety norms and a blatant disregard for resident safety had contributed to the fire. The tragedy was a cumulative outcome of failure on two counts: effective project management and stakeholder management during the process of refurbishment, especially in the context of a low-cost housing project. Given this situation, this case considers whether Dany Cotton should own up to her responsibility and resign from her position. In the process, the case considers Grenfell refurbishment from the theoretical lens of project management in the construction management scenario to understand the factors that could have led to an “avoidable” tragedy. Complexity academic level Postgraduate students of construction management; final year undergraduate engineering students who have a foundational course on project management; and architects. Supplementary materials Teaching notes are available for educators only. Subject code CSS 2: Built environment.

Development of a Performance Index Model for Evaluation of BIM-Based Stakeholder Management Using Fuzzy Synthetic Evaluation

A continuous evaluation of the stakeholder management process can be achieved using definitive key performance indicators (KPIs). An exhaustive literature survey in this direction provided a set of 26 indicators assessed through a questionnaire survey for their possible implications on the stakeholder management process. The survey was conducted among 55 respondents with experience in using building information modeling (BIM) in mega-construction projects. The data were initially analyzed through factor analysis to establish six KPIs. Fuzzy synthetic evaluation (FSE) was used to evaluate the index values of the established KPIs to assess their importance levels. The results presented the KPIs in decreasing order of their index values: asset performance (4.27), open innovation (4.04), project O&M expenses (3.97), design process efficiency (3.95), project execution efficiency (3.90), and stakeholder concerns (3.59). The results generated a stakeholder management process assessment framework and model that provides a clear insight into using an indicator in measuring the specific stakeholder management dimension. The findings of this work can provide definite insight amongst planning managers about the stakeholder management process through the posited indicators. Further, they can adopt measures to improve the stakeholder management process in their respective projects.

The Stakeholder Onboarding Model: Addressing the Challenges of Multi-Stakeholder Onboarding

Today, more and more digital services get designed to address multi-stakeholder challenges easing transactions and communication along supply chains. Here, it is essential that the digital services address the underlying challenges and satisfy all relevant stakeholders sufficiently. Especially, the multi-stakeholder onboarding is essential as a problem - digital service fit by itself does not guarantee the support and adoption of all stakeholders. Given the stakeholders’ unique roles and responsibilities they all pose different needs and requirements complicating the onboarding process. To ensure that the essential stakeholder requirements are met, we propose the adoption of the Stakeholder Onboarding Model (SOM) when designing multi-stakeholder projects, such as digital services. It is a step-by-step guide towards designing attractive and customized digital services to the network at question. The SOM adopts and combines the Actor-Network Theory (ANT) and Stage-Gate Model (SGM) towards a continuous improvement and reflection cycle. It is intended to guide the stakeholder management process from the design to the implementation of the digital solution. This paper adopts and evaluates the SOM with a practical use case from port logistics. Subsequently, its usefulness, applicability, and generality get discussed leading to the first iterations of the SOM.

Stakeholder management mapping to improve public-private partnership success in emerging country water projects: Indonesia’s experience

Public-private partnerships for water projects are complicated and involve multi-level stakeholders. This study was conducted to map the stakeholder management process based on institutional analysis to improve water project success. This research used qualitative content analysis with an interpretive approach, and the results demonstrated the coercive role of the central government in supporting, monitoring, and governing projects. This role brings confidence to local governments in terms of project commitment, communication, and championship. In this context, professional managers can assess project feasibility, develop scope, design contracts, and attract private-sector involvement.

Work from anywhere: remote stakeholder management and engagement

PurposeThe 2019 coronavirus disease (COVID-19) pandemic has significantly disrupted the traditional ways for organizations to function, mandating their prompt adaptation and reaction to issues related to employees, operations, and communication. Therefore, the purpose of this research is to report on a total quality management (TQM) implementation as a sample motivational case to support the need for a new work from anywhere (WFA) stakeholder framework that can be used by other companies as they build, maintain, and continuously improve a WFA culture and environment for successful Quality 4.0 and COVID-19 initiatives.Design/methodology/approachQuality 4.0 that specifies an adaptive quality environment can help organizations quickly identify and respond to problems during the COVID-19 pandemic. Analyzing a Lean Six Sigma implementation through the lens of Quality 4.0 in a case study, the authors propose a new stakeholder engagement framework for companies to build, maintain, and continuously improve the culture and environment for facilitating social interactions.FindingsThe authors’ proposed framework consists of three major phases: (1) identify and plan stakeholder management, (2) manage stakeholder engagement, and (3) sustain stakeholder engagement. The first phase entails organizations supporting a culture of trust, engaging, and empowering stakeholders, identifying stakeholders, planning for stakeholder management, and inquiring about problems in the process. The second phase requires engaging stakeholders via participatory buy-in. The third phase focuses on monitoring stakeholder relationships, including modifying strategies and plans.Practical implicationsThis study bears some valuable implications for practitioners. First, the stakeholder management process should be established upon a culture that promotes trust, engagement, and empowerment. Second, the authors identify tools that can assist in the execution of WFA activities. Third, the organizational team needs to actively manage the WFA stakeholders and then sustain the stakeholder relationships. Finally, the implementation of the framework herein can be supported and strengthened by tools and techniques that promote participation and buy-in from stakeholders to ensure the project team hears, trusts, and values their contributions.Originality/valueThis study contributes to the existing literature and provides practical guidance for managers to effectively manage the workforce and engage stakeholders.

Stakeholder management in construction projects: a study of the relationship between stakeholder type, value and performance indicators

Purpose: The purpose of this study is to investigate the key issues of stakeholder management in construction projects, studying the relationship between stakeholder type, value and performance indicators.Methodology: The research method adopted was a literature review, using bibliometrics and content analysis techniques. For data analysis, after coding and tabulation for an analysis of co-citation and keywords, the data were entered into the VOS Viewer, and statistical data and graphics.Findings: The results emphasize the role of general contractors and subcontractors as key stakeholders. The analysis shows that the literature emphasizes the role of general contractors (GC) and subcontractors (SC), with an emphasis on themes related to stakeholder management processes. The focus is on economic value (EC) and indicators associated with (SRB), stakeholder support for the project (SSP) and success factors (SF).Value: The study contributes to the literature by providing and comparing the different concepts of how stakeholder management is applied in construction projects; the impact of publications is measured along with the most influential authors; a growing trend of interest is identified in the subject historically, and as a consequence, emerging research subjects are listed in the areas of its application studied. From a bibliometric analysis, the authors contributed new insights for stakeholder management in project management under construction for future research. The themes related to stakeholder management processes are highlighted, focusing on the economic value and indicators associated with the relational stakeholder benefits , the support of stakeholders to the project and the success factors.Keywords: Project Management, Bibliometric Analysis, Stakeholders, Construction, Indicators.

Remaking capitalism: The movement for sustainable business and the future of the corporation

PurposeThis article examines the relationship between stakeholders and shareholders and identifies the key lessons from the B Corp movement that serve as practical tools for businesses – not just B Corps – to be more stakeholder focused.Design/methodology/approachThis article uses an in-depth interview with the author of Better Business: How the B Corp Movement Is Remaking Capitalism.FindingsThis article focuses on the pros and cons of the B Corp movement. One key point of discussion is that because B Corps focus more on stakeholders in general, they are more likely to attract likeminded employees who also support the companies’ missions, which also leads to greater retention rates. There is also growing interest from the investment community in B Corps and stakeholder-driven companies generally. However, a big challenge for B Corps lies in customer awareness. While many consumers may be buying products from B Corps, they do not know about the certification that links them together. A further conclusion is that even if a company does not want to be a B Corp, they can still benefit from the different stakeholder management tools and processes the movement has developed.Practical implicationsThe article argues that businesses can – and should – be responsible and accountable to any stakeholder beyond shareholders. While they do not necessarily need to become B Corps, they can use the accountability and governance tools - like the B Impact Assessment (BIA) and benefit corporation governance - as guides to better manage their businesses to be more sustainable and resilient and to contribute to a better society.Social implicationsThe B Corp movement has emerged as a powerful voice calling for businesses to balance financial returns with environmental, social and governance (ESG) performance. The B Corp model shifts conventional business from a shareholder primacy to a stakeholder focus, through novel corporate governance and accountability mechanisms. This article investigates the key lessons that all businesses can learn from the B Corp movement to make the world a better place to live.Originality/valueThis article takes a pracademic approach using academic research on the B Corp movement to generate actionable lessons for businesses.

Investigating the Role of BIM in Stakeholder Management: Evidence from a Metro-Rail Project

Building information modeling (BIM) is a technology that promotes increased levels of collaboration among teams involved in projects. This research work aims to map the advantages of BIM with the various stakeholder management (SM) practices being adopted. Through semistructured interviews with project personnel on a metro-rail project, 17 advantages of BIM were coded. These were grouped under five constructs: (1) asset tagging, (2) design optimization, (3) progress monitoring, (4) quick decision-making, and (5) cost monitoring and control. Additionally, 21 SM strategies were determined from the literature, which was analyzed using micro-interlocutor analysis (MIA). These were grouped under three groups and represented pillars of the SM process. These BIM advantages were then mapped with the three SM principles, i.e., stakeholder communication and collaboration, engagement, and satisfaction, which resulted in the generation of a conceptual BIM-SM model. The findings of this study revealed major implications and benefits of BIM adoption in a mega construction project in India and presented an important aspect of the role it can play in achieving better SM.

Stakeholder management strategies employed on building projects procured by private corporate organisations in south-western Nigeria

PurposeAdvocates of structured stakeholder management (SM) processes have emphasized the use of the appropriate strategies as the most important process in SM. Yet, research effort in this regard in developing countries has been inadequate. The purpose of the study was to examine the SM strategies used on building projects procured by private corporate organisations in south-western Nigeria to enhance project performance.Design/methodology/approachThe study used a census survey to select 30 projects managers who indicated (from 106 who responded to a first stage questionnaire) that they have participated in structured SM in the study area between 2008 and 2017. A second-stage questionnaire was designed to elicit information from the respondents. Data analysis was done with the use of frequency, percentile and mean score (MS) and analysis of variance (ANOVA).FindingsStakeholders with high power and high interest were managed with the use of “collaborate/partner” strategy (MS = 3.86), stakeholders with high power and low interest were “kept satisfied” (MS = 4.09), stakeholders with low power and high interest were managed by using “keep them informed regularly” strategy (MS = 4.10) and stakeholders with low power and low interest were managed using “monitor and respond when necessary” strategy (M = 3.94). Further results show that static stakeholders with high power were managed by using the “monitor constantly” strategy (MS = 4.11), stakeholders with high power, high legitimacy and high urgency were managed by adopting the “keep satisfied” strategy (MS = 4.26), to manage non-supportive stakeholders, project managers adopted the “keep satisfied” strategy (MS = 4.18) and supportive stakeholders were managed by using “involved” strategy (MS = 4.02). More results showed that there is no significant difference in the opinion of project managers on SM strategies employed irrespective of procurement method.Practical implicationsThe study provided a guide to project managers on the appropriate SM strategies to use for future projects.Originality/valueThe study was an attempt to appraise the SM strategies in relation to the procurement methods and their relationship with project performance.

Extent of stakeholder management practices in building projects procured by private corporate organisations in Nigeria

PurposeStudies on stakeholder management (SM) in developing countries have largely focused on public projects. However, projects of private organisations also need much improvement. The purpose of the study was to examine the extent of SM practices in building projects procured by private corporate organisations.Design/methodology/approachPurposive sampling technique was used to select project managers (PMs) and client representatives (CRs) who have been involved in projects procured by private corporate organisations between 2008 and 2017 in Southwestern Nigeria. The PMs are comprised of executive and non-executive PMs as well as contract administrators. Both the PMs and CRs were requested to provide information on one building project in which they were involved within the period under consideration. The data collected were analysed using mean score (MS) analysis, t-test, and analysis of variance.FindingsThe results showed that structured SM processes were followed in only 30.65% of building projects procured by private corporate organisations in the study area. Results further showed on a five-point scale 5-max scale that SM practice was highest with an MS of 3.92 on projects where executive PMs were appointed and lowest (MS = 2.85) on projects where PMs were appointed as contract administrators. Furthermore, it was found that respondents placed the highest premium (MS = 3.73) on stakeholder identification while they placed the lowest premium (MS = 3.45) on developing implementation strategies and stakeholder classification.Practical implicationsThe study examines the status quo regarding SM practice in the study area in order to devise a means of refinement.Originality/valueThe study is an attempt to evaluate the premium placed on different components of SM practices by differing categories of project managers.

Маркетинг довіри в мережі стейкхолдерів: механізм, джерела та процес формування довірчих взаємин

The presented publication is aimed at determining the mechanism and sources of formation of trust relationships in the stakeholder network and closer defining the content of the process of their formation. The article defines the most significant sources of formation and strengthening of trust relations at the microeconomic level, which are: openness and availability of information; solving social problems; ability of each participant in the relationship to express their interests and influence the decision-making; integrity, honesty and competence of managers; clear feedback; stability of contractual relations and partnerships; high reputation and developed organizational culture of companies. Trust in the stakeholder network has a mechanism of occurrence, which consists of an aggregate of trust states of participants in relationships and processes by which these states are formed in them. Determining the sources of trust and the mechanism of its occurrence in the stakeholder network gives grounds for the development and adjustment, if necessary, of the process of establishing and developing trust relationships between network members. The incentive, cognitive, instrumental, practical and final stages of the process of formation of trust relations in the stakeholder network are also allocated, which makes it possible to structure the process of trust formation in the system of relations between the company and stakeholders and harmonize it with the stakeholder analysis and management process.

"A consistent stakeholder management process can guarantee the 'social license to operate'": mapping the political strategies of the food industry in Brazil.

In the past, food industry actors tried to delay and weaken public health efforts to promote adequate and healthy diets in Brazil. This study aimed to identify the political strategies used by food industry actors in Brazil. We undertook a document analysis of publicly available information and interviews with eighteen key informants in public health nutrition. Data collection and analysis were carried between October 2018 and January 2019. In Brazil, food industry actors interacted with health organizations, communities, and the media. They disseminated information on nutrition and physical activity by scientific events and schools. The food industry also had allies within the government and lobbied high ranking officials. Finally, food industry actors intimidated some public health professionals, including by threats of litigation, which had the effect of silencing them. These strategies were facilitated by the use of arguments, such as the crucial role that the food industry plays in the economy and its support to the United Nations Sustainable Development Goals. Personal responsibility, moderation, and education were cited as solutions to the obesity epidemic, and there was little discussion on the broader issue of inadequate and unhealthy diets. Food industry actors in Brazil used a diverse range of political strategies, which have the potential of negatively influencing public policy, research, and practice in the country. Learning about these strategies is an essential first step, and in response, it is crucial to develop robust mechanisms to address undue influence from corporations.

Managing Stakeholders in A Housing Renovation Project

Stakeholder management is an important task of project managers in housing renovation. Compared with new construction project, a great challenge that a housing renovation project manager faces, is managing the tenants that living before or during the renovation. This paper is a teaching case based on a real housing renovation project, which confronted difficult stakeholder management problems, of a Swedish real estate company between 2009 to 2016. It provides teaching materials that can be used by instructors for helping students to analyse and summarise the lessons learned from a troublesome stakeholder management process and to come up with suggestions that will ensure a smooth implementation of the housing renovation project. The case contains two main parts, namely the case description and teaching notes. It can be used by teachers and trainers, as well as university bachelor students and industrial practitioners in courses and training programs about housing renovation project management.

МОДЕЛІ УПРАВЛІННЯ СТЕЙКХОЛДЕРАМИ НА ЕТАПАХ ЖИТТЄВОГО ЦИКЛУ ПРОЕКТІВ РОЗВИТКУ ТРАНСПОРТНИХ СИСТЕМ

The subject of the study is the stakeholder management processes of the project. The components of the content of infrastructure development and construction projects, in particular the interests of stakeholders, are considered. The purpose of the work is to develop new models and tools for infrastructure development and construction projects. The following tasks are solved in the article: the creation of a model of a dynamic stakeholder map according to the stages of the project lifecycle; normalization of the created model into the old link of stakeholders; creation of graphical visualization of the model of management of stakeholders; developing a quantitative assessment of stakeholder management success. Research methods: PMBOOK methodology for stakeholder management according to matrix models, system models. The following results were obtained: the models and methods of stakeholder management were analyzed in modern infrastructure development and construction projects; the model of a dynamic map of interested parties was developed, the created model is formalized in a matrix of interrelations and qualitative characteristics, the plan of management of stakeholders in the form of a system cube is visualized; the quantitative assessment of stakeholder management success is proposed according to the models received. Conclusions: The directions for the development of the infrastructure projects industry are described and the main differences and features are explained. A stakeholder analysis of the project allowed them to form their composition regarding the stages of the project life cycle. A tool is proposed to analyze the current state of affairs in stakeholder management and to determine whether the project situation meets its objectives. Models have been created to evaluate the stakeholder tools and determine the correctness of the adopted project management team strategy. Proper use of the developed models will accurately and confidently determine the effectiveness of the stakeholder management strategy and correct their work on time. Practical application of the problems described will help to optimize and improve the communication management processes in the project and stakeholder management.