【正文】 ons will vary from project to project. One example of this interaction is when individuals from operations are assigned as dedicated project resources. Their operational expertise is used to assist in the pletion of project deliverables by working with the rest of the project team to plete the project on time and on budget. Depending on the nature of the project, the deliverables may modify or contribute to the existing operations work. In this case, the operations department will integrate the deliverables into future business practices. Examples of these types of projects include, but are not limited to: ? Developing a new product or service, ? Installing products or services that require ongoing support, ? Internal projects that affect the structure, staffing levels, or culture of an organization, or ? Developing, acquiring, or enhancing an operational department39。s information system. Stakeholders Stakeholders are persons and organizations such as customers, sponsors, performing organization and the public, who are actively involved in the project or those whose interests may be positively or negatively affected by the execution, pletion, or cancellation of the project. Stakeholders may also exert influence over the project and its deliverables. The project management team must identify both internal and external stakeholders in order to determine the requirements and expectations of all parties involved. Furthermore, the project manager must manage the influence of the various stakeholders in relation to the project requirements to ensure a successful oute. Figure 26 illustrates the relationship between the project, the project team, and other mon stakeholders. Figure 26. The Relationship Between Stakeholders and the Project Stakeholders have varying levels of responsibility and authority when participating on a project, and these can change over the course of the project39。s life cycle. Their responsibility and authority may range from occasional contributions in surveys and focus groups to full project sponsorship, which includes providing financial and political support. Stakeholders can have an adverse impact on the project objectives. Likewise, project managers who ignore stakeholders can expect a negative impact on project outes. Stakeholder identification can be difficult at times. For instance, it could be argued that an assemblyline worker whose future employment depends on the oute of a new product design project is a stakeholder. Identifying stakeholders and understanding their relative degree of influence on a project is critical. Failure to do so can extend the timeline and raise costs substantially. An example is late recognition that the legal department is a significant stakeholder。 this could cause delays and increase expenses because of the additional documentation requirements necessary to carry out project tasks. A project can have both positive and negative stakeholders. Positive stakeholders are those who would normally benefit from a successful oute from the project, while negative stakeholders are those who perceive negative outes from the project39。s success. For example, business leaders from a munity that will benefit from an industrial expansion project may be positive stakeholders because they see economic benefit to the munity. Conversely, environmental groups could be negative stakeholders if they view the project as harmful to the environment. In the case of positive stakeholders, their interests are best served by helping the project succeed. The interests of negative stakeholders are served by impeding the project39。s progress. Overlooking negative stakeholders can result in an increased likelihood of failure. An important part of a project manager39。s responsibility is to manage stakeholder expectations. This can be difficult because stakeholders often have very different or conflicting objectives. Part of the project manager39。s responsibility is to balance these interests and ensure that the project team interacts with stakeholders in a professional and cooperative manner. Customers/Users The customers/users are the persons or organizations that will use the project39。s product or service or result. Customers/users may be internal or external. There may also be multiple layers of customers. For example, the customers for a new pharmaceutical product can include the doctors who prescribe it, the patients who use it, and the insurers who pay for it. In some application areas, customers and users are synonymous, while in others, customers refer to the entity acquiring the project39。s product and users refer to those who will directly utilize the project39。s product. These customer/users are key sources of information for the project team because it is typically for customers or end users that the project has been created. The customers/users therefore play a significant role in determining the scope of the project, influencing how the project is carried out, and testing the product or service ultimately delivered by the project team. As a result of this close partnership, the customers/users carry significant responsibility for providing accurate and timely data to the project team as well as identifying risks and responding to other issues that arise. Customers and users deal primarily with the project team, but they may also have direct involvement with vendors, business partners, or other operational stakeholders involved with the work necessary to plet