In this chapter, I consider the third element of the project's context (Fig. 1.11), the people involved. The project is proposed to introduce change to deliver performance improvement, but not everybody in the organization shares the project's objectives. Although the project is intended to benefit the organization, it may not be beneficial for everybody in it; there will be winners and losers for most projects. In this chapter, I consider reactions to change in organizations, and then how to identify stakeholders and their reactions to the change, and persuade them to support the project. That includes the development of a communication plan to communicate with stakeholders. I also describe project teams, and the ...

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