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Stakeholders of the SCRMP Project
Loren Karl Schwappach
Colorado Technical University
PM600-1103A-02: Project Management Processes in Organizations
Prepared for: Professor David Bowers

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Abstract
This paper is a detailed analysis of HLR Inc.’s SCRMP Project and the project stakeholders that
need to be informed and involved with the project.

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Stakeholders of the SCRMP Project
Introduction to the SCRMP Project
The Standard Customer Relationship Management Processes (SCRMP) project was is a
major incentive by HLR Inc. as solution to create an accurate, shared, standardized customer
information system and customer management process database and business process
reengineering for consolidating management and market research data into a globally sharable
and secure system shared by HLR Inc. divisions. SCRMP is the largest project ever undertaken
by HLR Inc. and is imperative for the continual growth in sales development that is expected at
HLR Inc. next year.
The SCRMP project will be lead by HLR Inc’s Information Technology (IT) Department
and will focus on updating the software and information systems of several departments to
include IT, sales, product fulfillment, customer service, billing, and marketing. The project will
also involve cooperative work between IT, current business unit managers, sales, product
fulfillment, customer service, billing, marketing, and a software vender contracted for
developing and installing the new information system required for the project.
The software vender will play a large role in the SCRMP project and has been contracted
to provide essential personnel with the skill and experience needed to develop and install the
SCRMP software at all HLR Inc’s locations to include foreign locations and will be assigned to
work with business unit managers and low level staff towards the project’s completion.

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Before the project can be undertaken identification of the project stakeholders and project
sponsor is necessary.
Stakeholders
The project stakeholders are the organizations (public, performing organizations,
sponsors, or customers) or persons whose interests may be negatively or positively modified by
the completion and performance of a project. Stakeholders are typically vigorously involved in a
project and can exercise influence over the project’s success to include its’ project team
members, and deliverables. (A guide to, 2008, p. 23)
The first thing a project team should do before ever starting a new project is to determine
both external and internal stakeholders. This will allow the project team to create a complete and
accurate analysis of the expectations and project requirements matched to the stakeholder’s
expectations for the project. The project manager must also maintain a healthy relationship with
project stakeholders through consistent and effective communication and leadership.
Stakeholders play a tremendous role on the life and death of most projects and so their
significance can and should not be undervalued. (A guide to, 2008)
Stakeholder’s roles may change from sporadic contributions in focus groups and surveys
to complete project sponsorship. (A guide to, 2008) Since the most valuable thing to a project
are the projects resources (time, personnel, money, equipment), negative stakeholder support can
cause a project to be over with before it ever begins.

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Some of the stakeholders of the SCRMP project include HLR Inc., the customers of HLR
Inc. (as they will either be frustrated or pleased by the new system), the employees which utilize
the SCRMP tools (sales, marketing, billing, customer service, product fulfillment), the software
developer, SCRMP shareholders, SCRMP leadership and management, the IT department
(whom are not only involved in the project but will have to deal with the consequences of the
projects success), the sponsor, the program managers, the division chiefs and directors, the
software designers, testers, project team, and the project manager.
Identifying Project Stakeholders
Stakeholder identification can be extremely difficult and is a never ending process. It
might be argued that the most basic assembly line worker can be a stakeholder since his / her
future service at a corporation is directly tied to the failure or success of a project. Failure to
identify stakeholders can have devastating impacts on a projects timeline and budget. (A guide
to, 2008) If they gain to lose or benefit from the project in any way they are most likely a project
stakeholder.
The following are some examples of stakeholders: customers/users, sponsors, portfolio
managers, program managers, the project management office, project managers, project teams,
functional managers, operations management, and seller/business partners. (A guide to, 2008)
Project Sponsor

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The project sponsor is the group or individual that assists the project by providing
financial resources for a project. The project sponsor is also the champion of the project when it
is first conceived and serves a spokesman leading the project forward until it is formally
authorized.
The project sponsor also provides guidance on objective setting, priority setting, project
organizational structure, project policies and procedures, project master planning, up-front
planning, key staffing, monitoring execution, and conflict resolution. (Kerzner, 2003)
In the initial stages of a projects development the project sponsor is actively engaged in
the project and is involved in such activities as: helping the project manager establish objectives,
providing the project manager with political / environmental factors which could influence the
project, establishing a projects priority, and functioning as the executive-client contact.
I believe the SCRMP Project Sponsor is the Chief Information Officer (CIO) of HLR Inc.
for all of the reasons just mentioned. I believe he is the executive-client contact that first
initiated the project (although there is not enough information to validate this argument). The
CIO openly supports the project while it seems others don’t see a need for it, and he has the
authority and power to make the project happen.
It could also be argued the division head of marketing or even the marketing department
first conceived the project as a necessary requirement and thus sold senior management on the
details. If that is the case then he / she / or the department itself maybe the project sponsor
according to definition alone. However, I’ll stick to my guns and say I think it’s the CIO.

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References
Kerzner, H. (2003) Project management: A systems approach to planning, scheduling, and
controlling (8th ed.). Hoboken, New Jersey: John Wiley & Sons, Inc.
A Guide to the Project Management Body of Knowledge (4th ed.). (2008). Newtown Square, PA:
Project Management Institute, Inc.