Project Stakeholders
　　项目利害关系者
　　Project stakeholders are individuals and organizations that are actively involved in the project,or whose interests may be affected as a result of project execution or project completion.They may also exert influence over the project's objectives and outcomes.The project management team must identify the stakeholders,determine their requirements and expectations,and,to the extent possible,manage their influence in relation to the requirements to ensure a successful project.Figure 2-5 illustrates the relationship between stakeholders and the project team.
　　项目利害关系者就是积极参与项目，或其利益因项目的实施或完成而受到积极或消极影响的个人和组织，他们还会对项目的目标和结果施加影响。项目管理团队必须弄清楚谁是利害关系者，确定他们的要求和期望，然后根据他们的要求对其影响尽力加以管理，确保项目取得成功。图2-5说明了项目利害关系者与项目团队之间的关系。　　 

　　
　　Figure 2-5.The Relationship Between Stakeholders and the Project
　　
　　图2-5 利害关系者与项目之间的关系

　　Stakeholders have varying levels of responsibility and authority when participating on a project and these can change over the course of the project's life cycle.Their responsibility and authority range from occasional contributions in surveys and focus groups to full project sponsorship,which includes providing financial and political support.Stakeholders who ignore this responsibility can have a damaging impact on the project objectives.Likewise,project managers who ignore stakeholders can expect a damaging impact on project outcomes.
　　项目利害关系者在参与项目时的责任与权限大小变化很大，并且在项目生命期的不同阶段也会变化。项目利害关系者的责任与权限有时候是偶尔参与调查和重点对象小组，有时候是全力赞助项目，包括提供财力与政治支持。置上述责任与权限于脑后的利害关系者可能会严重影响项目的目标。同样，忽视利害关系者的项目经理也会对项目的结果造成破坏性影响。
　　Sometimes,stakeholder identification can be difficult.For example,some would argue that an assembly-line worker whose future employment depends on the outcome of a new product-design project is a stakeholder.Failure to identify a key stakeholder can cause major problems for a project.For example,late recognition that the legal department was a significant stakeholder in a year 2000 rollover（Y2K）software upgrade project caused many additional documentation tasks to be added to the project's requirements.
　　识别项目利害关系者有时候很困难。例如，某些人会提出将来的就业取决于新产品设计项目的结果的装配线工人是否属于项目利害关系者。不能识别重要的项目利害关系者可能会给项目引发重大问题。例如，在千年虫软件更新项目中，管理者一直到很晚才认识到法律部门是重要的利害关系者，结果是必须在该项目要求说明书中添加许多内容，增加大量文件任务。
　　Stakeholders may have a positive or negative influence on a project.Positive stakeholders are those who would normally benefit from a successful outcome from the project,while negative stakeholders are those who see negative outcomes from the project's success.For example,business leaders from a community that will benefit from an industrial expansion project may be positive stakeholders because they see economic benefit to the community from the project's success.Conversely,environmental groups could be negative stakeholders if they view the project as doing harm to the environment.In the case of positive stakeholders,their interests are best served by helping the project succeed,for example,helping the project obtain the needed permits to proceed.The negative stakeholders'interest would be better served by impeding the project's progress by demanding more extensive environmental reviews.Negative stakeholders are often overlooked by the project team at the risk of failing to bring their projects to a successful end.
　　项目利害关系者对于项目的影响，存在积极和消极的情况都有可能。积极的利害关系者通常是从项目的成功结果中获益者，而消极的利害关系者是从项目的成功中看到消极结果者。同样，忽视利害关系者的项目经理也会对项目的结果造成破坏性影响。例如，某社区从某工业发展项目中获益的商界领袖人物，因为他们看到项目的成功为社区带来的经济利益而可能成为积极的利害关系者。相反，环境保护组织如果认为该项目损坏环境的话，就可能成为消极的利害关系者。对于积极的利害关系者，帮助项目成功能够最好地实现其利益，如帮助项目取得必要的起动许可证。但要求进行更深入的环境评价，阻碍项目的绩效能够最好地实现消极利害关系者的利益。项目团队经常忽略消极利害关系者的利益，其后果是无法使项目到达成功的终点。

Key stakeholders on every project include:
　　每个项目都包括的关键利害关系者有：
　　Project manager.The person responsible for managing the project.
　　项目经理。负责管理项目的个人。
　　Customer/user.The person or organization that will use the project's product.There may be multiple layers of customers.For example,the customers for a new pharmaceutical product can include the doctors who prescribe it,the patients who take it and the insurers who pay for it.In some application areas,customer and user are synonymous,while in others,customer refers to the entity acquiring the project's product and users are those who will directly utilize the project's product.
　　顾客/用户。使用项目产品的个人或组织。顾客可能有多个层次。例如，新药的顾客可能包括开药方的大夫、服药的病人，以及为该种药物付款的医疗保险公司。在某些应用领域，顾客和用户是同义词，但是在另外一些领域，顾客指购买项目结果的实体，而用户指直接使用该项目产品的个人。
　　Performing organization.The enterprise whose employees are most directly involved in doing the work of the project.
　　项目实施组织。雇员最直接参与项目工作的单位。
　　Project team members.The group that is performing the work of the project.
　　项目管理团队。完成项目工作的集体。
　　Project management team.The members of the project team who are directly involved in project management activities.
　　项目团队成员。直接参与项目管理活动的团队成员。
　　Sponsor.The person or group that provides the financial resources,in cash or in kind,for the project.
　　赞助人。为项目提供现金或实物财力资源的个人或团体。
　　Influencers.People or groups that are not directly related to the acquisition or use of the project's product,but due to an individual's position in the customer organization or performing organization,can influence,positively or negatively,the course of the project.
　　施加影响者。同项目产品的取得和使用没有直接关系，但是因其在顾客组织或实施组织中的地位而能够对项目的进程施加积极或消极影响的个人或集体。
　　PMO.If it exists in the performing organization,the PMO can be a stakeholder if it has direct or indirect responsibility for the outcome of the project.
　　项目管理办公室。如果项目实施组织设立了项目管理办公室，并且对项目的结果负有直接或间接的责任，它就可能成为一个利害关系者。
　　In addition to these key stakeholders,there are many different names and categories of project stakeholders,including internal and external,owners and investors,sellers and contractors,team members and their families,government agencies and media outlets,individual citizens,temporary or permanent lobbying organizations,and society-at-large.The naming or grouping of stakeholders is primarily an aid to identifying which individuals and organizations view themselves as stakeholders.Stakeholder roles and responsibilities can overlap,such as when an engineering firm provides financing for a plant that it is designing.
　　除上述利害关系者之外，还有许多不同名称和不同类型的项目利害关系者，包括内部和外部利害关系者、业主和投资者、供应商和承包商、成员及其家庭、政府机构和媒体、个别公民、临时的和永久的游说组织，以及整个社会。利害关系者的命名和分类主要是作为判断哪些个人和组织把自已视为利害关系者的一种辅助手段。利害关系者的角色和责任可能重叠，如某工程公司为它所设计的工厂融资。
　　Project managers must manage stakeholder expectations,which can be difficult because stakeholders often have very different or conflicting objectives.For example:
　　项目经理必须管理利害关系者的期望，这可能是件难事，因为利害关系者的目标往往彼此相距甚远，甚至互相冲突。例如：
　　The manager of a department that has requested a new management information system may desire low cost,the system architect may emphasize technical excellence,and the programming contractor may be most interested in maximizing its profit.
　　要求添置新管理信息系统的部门经理可能希望费用低廉，系统设计师可能强调技术上上乘，而编程承包人关心的则是取得最大利润。
　　The vice president of research at an electronics firm may define new product success as state-of-the-art technology,the vice president of manufacturing may define it as world-class practices,and the vice president of marketing may be primarily concerned with the number of new features.
　　某电子公司负责研究工作的副总裁可能会把新产品的成功定义为达到当前最先进技术水平，负责制造的副总裁可能将其定义为世界第一流的生产工艺，而负责营销的副总裁可能主要关心产品有多少新的特殊性能。
　　The owner of a real estate development project may be focused on timely performance,the local governing body may desire to maximize tax revenue,an environmental group may wish to minimize adverse environmental impacts,and nearby residents may hope to relocate the project.
　　房地产开发项目的业主的注意力可能集中于时间进度，当地政府机构可能希望尽可能增加税收收入，环保组织可能希望尽量减少对环境的不利影响，而附近居民则希望将此项目另移他处。