Secondary Stakeholder Characteristics, Essay Example

Secondary stakeholders are those who are indirectly related to the project but will have strong interest to know regular happenings regarding the project. Other way of defining secondary stakeholder is a person, who plays an intermediary role, but will have a significant effect on the project outcome (Post, 2002). Several stakeholders involve in IRTC project. They are project management team, steering committee members, executive committee members, executive sponsors, project directors and computing advisory groups. Secondary stakeholders will involve all IRTC projects. Executive sponsors and project directors are considered as secondary stakeholders in IRTC project as they demonstrate an interest in the project outcome. These are the persons responsible for securing funds and resources for the project.

The responsibility of the project initiator is to kick start a new project based on the requirements and needs of the organization. The initiator will analyze the return on investment if the company undertakes any project and reports the same to the top management. For external projects, the initiator will be the client, which initiates the project (Beaman 2002). The project initiator must carry the project forward to get an approval from project sponsor i.e. a project initiator should do proper groundwork and should develop alternative plans to get it approved from the project sponsor.

Project recipient is a person or a team that looks after the project delivery. The recipient develops a project plan and communicates with initiator or client to kickoff the project (James 2000). The prime responsibility of project recipient is regular communication. He or she has to keep the senior leadership (Project director, steering committee members, computing advisory group) updated on the project progress on monthly basis of weekly basis. The recipient should keep the delivery dates in mind and ask his or her team members to manage their schedules. The recipient should also look after escalating the problematic areas to the relevant stakeholder of the project (Ireland 2006).



James P. Lewis (2000). The project manager’s desk reference: a comprehensive guide to project planning, scheduling, evaluation, and systems. p.185

Karen V. Beaman (2002). Boundaryless HR: human capital management in the global economy.  International Association for Human Resource Information Management, p.219

Lewis R. Ireland (2006). Project Management. McGraw-Hill Professional, 2006, P.110

Post, James (2002). Redefining the Corporation: Stakeholder Management and Organizational Wealth Stanford University Press. Retrieved on January 30, 2012.