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Understanding the Different Types of Stakeholders in Project Management

When we work on any project, small or big, there are many people who have interest in it. These people are called stakeholders. They can affect the project, or be affected by it. According to PMBOK (Project Management Body of Knowledge), identifying stakeholders is very important step in project planning. It helps in communication, managing expectations, and avoiding problems later.

In this article, we talk about different types of stakeholders in simple words. We explain who they are, what role they play, and why they are important. We also use information from PMBOK and real-life examples.

What Are Stakeholders?

A stakeholder is any person or group who can impact the project or can be impacted by the project. They can be inside the organization or outside. Some stakeholders support the project. Some may not agree with it. But all of them must be managed properly.

PMBOK says that good stakeholder management means understanding their interest, influence, and needs.

Why Is It Important to Know the Types of Stakeholders?

Every stakeholder is different. Some have power to stop the project. Some only want updates. If we treat all same, it creates confusion. That’s why we need to know all types of stakeholders. Then we can plan how to communicate with each one, and what they need from us.

If we forget important stakeholders, project may fail. So, identifying them early is key step in project success.

Main Types of Stakeholders (According to PMBOK)

PMBOK divides stakeholders into two big categories: internal and external. Let us look at these types of stakeholders with examples.

1. Internal Stakeholders

These are people or groups inside the organization doing the project.

a) Project Manager

He is main person responsible for delivering project on time, within budget, and meeting quality.

b) Project Team Members

These are the people who do the actual work – developers, engineers, designers, testers.

c) Project Sponsor

This person provides money and support for project. He is senior-level and helps when problems come.

d) Management

Top-level managers who give approvals and resources. They have interest in project success and results.

e) PMO (Project Management Office)

They give project standards, tools, and help to project managers.

These are some of the internal types of stakeholders who influence the project from inside.

2. External Stakeholders

These are people or groups outside the organization.

a) Customers / Clients

They are final users or buyers of product. Their satisfaction is very important.

b) Suppliers / Vendors

They provide materials, software, or services to the project.

c) Regulatory Bodies

They make sure project follows laws, safety rules, or environmental policies.

d) Community or Public

Sometimes people living near the project (like construction) can be impacted. They are also stakeholders.

e) Investors / Shareholders

In some cases, people who invest money want to know how project is going.

These external types of stakeholders need good communication and trust.

Other Useful Ways to Classify Stakeholders

Besides internal and external, there are other methods used by project managers to group types of stakeholders.

1. Primary and Secondary Stakeholders

• Primary stakeholders are directly involved, like project team or customer.

• Secondary stakeholders are indirectly affected, like media or local community.

2. Upward, Downward, Outward, and Sideward (PMBOK)

PMBOK also talks about this way:

• Upward – senior management, sponsor

• Downward – team members, contractors

• Outward – customers, regulators

• Sideward – other project teams or departments

This helps in planning communication and influence strategy.

Managing the Different Types of Stakeholders

Once we know the types of stakeholders, we must manage them. This includes:

• Identifying them at the beginning of project

• Understanding their level of interest and power

• Creating stakeholder register

• Making communication plan

• Keeping them informed during the project

• Handling their concerns

High-power and high-interest stakeholders must get special attention. Low-interest people need less updates. This is called stakeholder mapping.

Common Challenges with Stakeholders

Sometimes, dealing with different types of stakeholders is not easy. Here are some common issues:

• Conflicting expectations (client wants one thing, sponsor wants another)

• Stakeholders not available for meetings

• Some stakeholders change during long project

• Negative stakeholders who block progress

Good project manager uses soft skills and emotional intelligence to deal with these situations.

Real Example of Stakeholders in Construction Project

Let’s take example of building a hospital.

• Internal stakeholders: project manager, architects, engineers, site workers, sponsor

• External stakeholders: city government (for approval), nearby residents, future hospital staff, suppliers

Each one has different expectations. For example, residents want no noise, sponsor wants it cheap, engineers want enough time. Managing all of them needs good planning and communication.

Tools to Help Manage Types of Stakeholders

Here are some tools that help with stakeholder management:

• Stakeholder Register – list of all stakeholders with contact info and role

• Stakeholder Engagement Plan – how and when to communicate

• Power/Interest Grid – visual chart to group stakeholders

• Meetings, Reports, Emails – ways to keep stakeholders informed

By using these tools, we can make sure all types of stakeholders are treated properly.

Conclusion

In project management, we must understand and manage all types of stakeholders. They are not just people giving orders or asking questions. They are part of the project’s success or failure.

PMBOK tells us to identify them, plan for them, and communicate with them. Whether they are internal or external, each one has value. A good project manager respects all stakeholders and keeps them involved.

If we forget one group, problems will come later. So, stakeholder management is not optional – it is necessary. It starts with knowing who they are.

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What Is Project Closing Phase in PMBOK?

When a project is finished, many people think the work is done. But in professional project management, the last phase is also very important. It is called project closing. If this step is not done properly, the project can leave open issues, missing documents, or unhappy client.

According to PMBOK (Project Management Body of Knowledge), project closing is the last process group in project life cycle. It is the time when all activities are finalized, documents are completed, resources are released, and lessons are learned.

In this article, we explain what is project closing, what happens in this phase, and why it is so important. We will follow the guidance from PMBOK to understand this clearly.

What Is Project Closing According to PMBOK?

In PMBOK, there are five process groups:

1. Initiating

2. Planning

3. Executing

4. Monitoring and Controlling

5. Closing

Project closing is the fifth and final group. It includes the process “Close Project or Phase”. The purpose is to formally complete the project and get final acceptance from customer or sponsor.

It also means finishing all contracts, final payments, handover of deliverables, releasing team members, and preparing closure documents. Without proper project closing, the project is not officially completed.

Key Activities in Project Closing

Below are the main activities in project closing as described in PMBOK:

1. Confirm All Work Is Done

Project manager checks if all scope is completed. Every deliverable must be done and accepted. If something is not finished, it should be documented. This also includes checking quality requirements.

2. Get Final Acceptance

Customer or project sponsor must formally accept the project. This is usually done through sign-off on final report or delivery document. Without this, the project is still considered open.

3. Close Contracts

If vendors or external suppliers were used, their contracts must be closed. Final payment is made, open claims are resolved, and legal records are archived. Procurement team usually help in this task.

4. Release Project Resources

Team members are released and can join new projects. Also, other resources like tools, rooms, software licenses are closed or returned. Project manager must inform everyone that project is finished.

5. Archive Documents

All project documents must be collected and stored properly. This includes plans, reports, contracts, invoices, change logs, communication records. These are useful for future audits or new projects.

6. Capture Lessons Learned

One of the most valuable task in project closing is writing lessons learned. Team sit together and discuss what went good, what went wrong, and what can improve in future. This is recorded and shared.

7. Celebrate and Recognize Team

This step is not in PMBOK directly, but many project managers do it. Celebrate success, say thanks to team, and recognize effort. It helps in motivation and good relationship.

Inputs, Tools, and Outputs in Project Closing (PMBOK)

According to PMBOK 6th edition, the “Close Project or Phase” process has certain inputs, tools, and outputs.

Inputs:

• Project charter

• Project management plan

• Accepted deliverables

• Business documents

• Agreements

• Procurement documentation

Tools & Techniques:

• Expert judgment

• Data analysis (especially variance and trend analysis)

• Meetings

Outputs:

• Final product, service, or result transition

• Final report

• Updates to organizational process assets

• Lessons learned documentation

• Closed contracts

All these steps help to do project closing in a structured and professional way.

Why Project Closing Is Important

Some people skip project closing because they are tired or new project already started. But this is a mistake. Closing phase has many benefits:

• Proves the project is completed formally

• Avoids legal or financial problems in future

• Helps in learning from mistakes

• Clears resources for new work

• Improves organizational maturity

Skipping this phase can create confusion, loss of knowledge, and unhappy stakeholders.

Challenges in Project Closing

Even if project is completed, project closing can be difficult sometimes. Some common problems are:

• Client does not want to sign off

• Documents are missing or outdated

• Team members already moved to other projects

• Open issues still pending

• Lack of time for lessons learned

Project manager must plan for project closing from beginning. Closure checklist can help to do all tasks correctly.

How to Do Project Closing Effectively

To make sure project is closed well, here are few tips:

• Keep record of all approvals during project

• Have a closure checklist and follow it

• Communicate with client regularly near end of project

• Organize a proper handover session

• Schedule lessons learned meeting early

• Don’t rush the final documentation

PMBOK says that project closing should be done with same importance as planning or execution. A successful closing shows professional project management.

Real-Life Example of Project Closing

Imagine a construction project to build a school. When all construction is finished:

• The builder checks all rooms and gets inspection done

• The government body gives final approval and signs documents

• Vendor contracts are closed, payments made

• The building is handed over officially

• All reports are filed, and learning points are written

• The team is thanked and released

This is a full project closing. If these steps are not followed, legal or payment issues can come later.

Conclusion

In project management, starting a project is easy. But finishing it properly is what shows experience and skill. According to PMBOK, project closing is the last phase and should be done with full attention.

It is not just about saying “we are done”. It means making sure everything is truly complete – work, contracts, documents, and acceptance. It is also a great time to learn and improve for next time.

If you follow PMBOK guidelines and do proper project closing, your projects will always end clean, professional, and successful.

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Primavera P6 vs MS Project – Which One is Better for Project Planning?

When managing big or small projects, having right tool is very important. Many companies today use either Primavera P6 or Microsoft Project. Both software are powerful and used for project scheduling, planning, and tracking. But people always ask one common question: Primavera P6 vs MS Project – which one is better?

In this article, we will explain in simple words the main differences between these two. We will look at features, ease of use, price, flexibility, and more. After reading, you can decide which tool is more suitable for your work.

Introduction to Primavera P6 and MS Project

Before we compare, let’s understand what each tool is.

Primavera P6 is developed by Oracle. It is used mostly in large-scale industries like construction, oil & gas, manufacturing, and infrastructure. It is very strong in handling big and complex projects with many activities and resources.

Microsoft Project (MS Project) is made by Microsoft. It is very popular in IT companies, small and medium businesses, and even in some big firms. It is friendly with Microsoft Office tools like Excel, Teams, and Outlook.

Primavera P6 vs MS Project: User Interface and Ease of Use

In Primavera P6 vs MS Project, first difference you will see is interface.

MS Project has cleaner and simpler look. It is easy to learn, especially for people already using Excel or Word. Drag-and-drop features make it user-friendly. It is good for beginners and intermediate users.

Primavera P6 is more complex. Interface is not so easy in beginning. It needs training to understand everything. But once you learn it, you can manage very complex projects smoothly. It is made for professionals with deep project control needs.

Primavera P6 vs MS Project: Features and Capabilities

Both tools offer common features like:

• Gantt charts

• Task scheduling

• Resource assignment

• Critical path analysis

• Baselines

• Progress tracking

But some features are different.

Primavera P6:

• Can handle over 100,000 activities in one project

• Strong multi-user and multi-project support

• Better risk management tools

• Strong resource leveling

• Global calendars and coding structure

MS Project:

• Good for one project at a time

• Better integration with Microsoft tools

• Customizable views

• Simpler reporting

So, if you manage many small projects or use Office tools daily, MS Project is better. If you work with one big complex project or multiple large projects, Primavera P6 is better.

Primavera P6 vs MS Project: Collaboration and Integration

In modern time, working in teams is important. So, how these two help in collaboration?

MS Project can integrate with Microsoft Teams, SharePoint, Outlook, and OneDrive. This makes sharing and communication easy. Project for the Web also allows online team collaboration.

Primavera P6 needs Primavera Cloud or third-party tools for collaboration. Integration is available but more complex. It works better in organizations with IT support or dedicated admin.

So, in Primavera P6 vs MS Project, when it comes to easy collaboration, MS Project wins.

Primavera P6 vs MS Project: Reporting and Dashboards

Both tools provide reporting options. But the way they do is different.

MS Project has built-in reports and charts. You can customize them and export to Excel or PDF easily. It is perfect for quick client updates.

Primavera P6 has more advanced reporting, but needs setup. You can use BI Publisher or integrate with external tools for deep analytics. It is best for detailed management reporting.

If you need simple reporting fast – MS Project is better. If you want deep data analysis and control – choose Primavera P6.

Primavera P6 vs MS Project: Learning Curve and Training

This is important for new users. MS Project has many free tutorials, videos, and guides online. Because of simple design, many people can learn it without training.

Primavera P6 has higher learning curve. Most users take official training or courses to use it properly. It is not for complete beginners.

So, in Primavera P6 vs MS Project, for learning ease, MS Project is ahead.

Primavera P6 vs MS Project: Pricing and License

Cost is always important in decision. MS Project has different pricing plans. There is desktop version and also cloud version (Project for the Web). It can be monthly or yearly subscription.

Primavera P6 is more expensive. It needs license purchase and setup. Also, it may need database and server support.

For small businesses or individuals, MS Project is more affordable. Primavera P6 is for big companies who can invest more.

Primavera P6 vs MS Project: Which One Should You Choose?

Now we come to the final question – Primavera P6 vs MS Project – which is better?

It depends on your need.

Choose MS Project if:

• You manage small to medium size projects

• You work alone or in small team

• You use other Microsoft Office tools

• You want easy interface and quick results

Choose Primavera P6 if:

• You handle very large and complex projects

• You need detailed resource and cost management

• You work in engineering, construction, or oil & gas

• You have team of planners and technical support

Each tool is good. It just depends what kind of project and team you have.

Conclusion

Primavera P6 vs MS Project is not just about features, but also about how and where you use them. MS Project is friendly, cost-effective, and great for beginners. Primavera P6 is professional, powerful, and best for big industries.

Before selecting tool, always think about project size, team skill, budget, and how much control you need. Many companies even use both tools for different teams.

Whatever you choose, both software can help you plan better and complete projects on time.