A new stakeholder is unaware of the existence of the project a few weeks before the final deliverable and project completion. What should the project manager do first?
A.
Escalate this issue to the project sponsor.
B.
Communicate the full details of the project activities to the stakeholder and solicit input.
C.
Analyze this stakeholder’s interest and impact.
D.
Share the summary of the project activities with the stakeholder and conclude the project.
When a previously unidentified stakeholder appears late, the first priority is to assess who they are and how they can affect (or be affected by) the project. Stakeholder analysis determines their interest, influence, expectations, urgency, and potential impact on acceptance, deployment, or benefits realization—especially critical close to completion when changes are expensive. By analyzing the stakeholder’s interest and impact first, the project manager can choose the right engagement approach: what information to provide, how to involve them (if at all), and whether their needs require action through change control. Immediately providing “full details” and soliciting input can trigger last-minute scope changes without understanding authority or relevance. Escalating to the sponsor might be necessary later, but doing so before analysis risks unnecessary conflict or misalignment. Simply sharing a summary and closing the project could jeopardize acceptance or operational readiness if the stakeholder influences sign-off, compliance, or adoption. Proper stakeholder analysis supports a focused engagement plan, minimizes disruption, and protects the project’s closure and transition outcomes.
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