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  Creative people needed early on, implementation staff later
  Need flexible people, open to outsiders as team membership may change often and rapidly
  Aim to attract keen people
  Unite team via broad goals
  Recognise and harness different team skills and contributions
Open
  Unclear what needs to happen therefore difficult to define required skills and knowledge
  Select people with enthusiasm and optimism, open to outsiders who may be able to help.
  Unite team with common values / aims (e.g. commitment to developing new academic learning, improving health with potential new drug)
The previous team selection overheads assume that the projects are high visibility (i.e. fully supported and required by the organisation).    Briner et al (1996) identify additional problems that may exist if the projects are low visibility (i.e. not fully committed to or supported by management).   Unsupported Concrete projects may not get the best people, therefore to mitigate risk the project needs to define roles and start to identify gaps. The project may need to develop available staff to cover expertise gaps.   Missing skills can potentially cause a build up of problems therefore early "confrontation" of problems is suggested.
For Unsupported Occasional projects  it will be difficult to negotiate with other managers for required staff (time and conflicting priorities) therefore it is important to start as soon as possible with those team members who are interested in the project.  Lack of management commitment will mean the project may suffer from rapidly changing membership.  It is likely that individuals will be overworked thus is is important to make sure all skills and abilities are recognised and used (filling gaps in personnel and spreading the load).  There are liable to be disappointments and lack of progress due to resource constraints. Therefore counter this by creating unity and energy in the team
Unsupported Open projects may have no staff at all available therefore the project manager needs to identify others doing something similar on their own who might be interested.  If staff have no time available in their schedules to undertake the project work achieving any outcomes will be difficult.  Probably leading to loss of enthusiasm and momentum.
 
 
Stakeholders
Stakeholder Management is an important part of project management/people management activities, and can be one of the deciding factors in ensuring that you have a successful project. It gives support from people who can help your project, and also enables the project team to be proactive, where they suspect some stakeholders may have a negative influence upon the project. Your stakeholders will need to be managed through every phase of your project. Also you will find that different stakeholders will want very different outcomes from your project. Therefore one of the vital aspects of stakeholder management, is to manage these competing expectations from the initial phase through to final implementation.

There are two major elements to Stakeholder Management: Stakeholder Analysis and Stakeholder Planning. Stakeholder Analysis is the technique used to identify the key people who have to be won over. You then use Stakeholder Planning to build the support that hel本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。