CRITICAL REVIEW 2
The paper, A review of stakeholder management performance attributes in construction projects (Oppong, 2017) talks
about construction stakeholder management, the reasons why stakeholder management has failed in the construction
industry and how to improve it. The article also provides tools to measure the performance of stakeholder
management.
To begin, the article defines the term "stakeholder." The term "stakeholders" refers to entities that have a stake in a
project or that can affect or be impacted by the project that the main organization executes to meet its goals (Freeman,
1984; Olander, 2007). Stakeholders are a wide set of individuals. These individuals' differences make them unique for
the project. They may bring the process to a standstill if mismanaged, or they may accelerate it if properly managed.
However, even though articles have been published and ideas have been tossed around, there hasn't been much of a
process in the construction business in particular. Although the term dates all the way back to the 1960s, most of the
advancements have happened in the last few decades. Such advancements include the development of new models and
the analysis of stakeholder satisfaction through the use of data. As stated in the study, Leung et al. (2004) states that
stakeholder satisfaction may be quantified by using an index system made of multiple important satisfaction indicators.
These variables may or may not involve the violation of a time or cost constraint, which may or may not satisfy
stakeholders, as everyone has a right to their own view on such matters. For instance, despite exceeding time and
budget limits, a portion of stakeholders deemed the Sydney Opera House and Thames Barrier successful. On the other
side, certain stakeholders were dissatisfied with the operational issues surrounding the Heathrow Terminal 5 project,
despite the fact that the project's time, cost, and quality objectives were met (Morris and Hough, 1987; Davis, 2016).
These occurrences demonstrate that stakeholders may or may not be satisfied with the implementation process and
may even attempt to influence the process in order to ensure that the end product is produced according to their
expectations. This is a rare occurrence, yet it can result in the project being abandoned. Given that the majority of
stakeholders are not engineers and/or lack the necessary experience one does, an intervention by one, even with the
best of intentions, could have a negative influence on the entire project team.
The article demonstrates how project success can be increased when stakeholders are managed effectively and provide
adequate assistance to project managers. However, despite some advancements since the 1960s, stakeholder
management still has a long way to go. Perhaps with the aid of recent studies, it can exponentially increase its perceived
value in the eyes of project managers and cement its place among the most widely used techniques in this area.
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