Theory building from cases

opportunities and challenges

Project success is often gauged by how well a project meets a stakeholder's expectations. But since projects usually involve more than one stakeholder, and thus accommodate multiple--sometimes conflicting--expectations, project managers must continuously accomplish the near-impossible: Deliver an outcome that meets the needs of many individuals. This paper examines how project managers can effectively manage conflicting expectations among stakeholders. In doing so, it describes how project managers can manage the conflicting interests among a project's stakeholders and lists both the seven potential sources of stakeholder conflict and the three categories of stakeholder conflict. It discusses two factors that commonly cause human conflicts: change and trust; it notes the key reasons that shape one's resistance to change and one's capacity to build trust. It also analyzes three scenarios of projects that incurred problems because of conflicting stakeholder expectations. It then details six techniques--explaine
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