The root cause of the issue is a conflict of authority and a lack of clarity regarding decision-making power over requirements. A manager, due to their influence, overruled a requirement from a subject matter expert (SME). This situation indicates a failure in the initial stakeholder analysis and engagement planning. The project manager's primary responsibility is to understand the stakeholder landscape, including their roles, interests, and authority levels. By consulting with the project sponsor, who typically authorizes the project and has organizational authority, the project manager could have formally clarified the roles and decision-making responsibilities of key stakeholders like the manager and the SME. This foundational step would have ensured the correct individuals were engaged for requirements approval, preventing this late-stage conflict.

1. Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Seventh Edition. Project Management Institute

Inc.

Section 2.3

Stakeholder Performance Domain (p. 42): This section emphasizes that effective stakeholder engagement involves understanding stakeholders' "authority to make decisions." The scenario highlights a failure in this understanding. Clarifying roles and responsibilities with a sponsor is a key activity in analyzing and planning for stakeholder engagement.

Section 4.5.2

Tailoring Stakeholder Engagement (p. 113): "The project manager and the project team can consult with the sponsor...to identify the key stakeholders." This consultation extends beyond a simple list to understanding their roles and influence.

2. Project Management Institute. (2017). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) – Sixth Edition. Project Management Institute

Inc.

Section 13.1.2.1

Stakeholder Analysis (p. 511): This section details the process of analyzing stakeholders' roles

interests

influence

and impact. The conflict between the manager and SME points to an inadequate analysis of power and influence. Consulting the sponsor is a primary method for gathering this information.

Section 13.2

Plan Stakeholder Engagement (p. 516): The goal of this process is to develop "strategies to effectively engage stakeholders throughout the project life cycle

based on the analysis of their needs

interests

and potential impact." This plan would formalize the roles and responsibilities discussed with the sponsor.

3. Pinto

J. K. (2000). Understanding the role of politics in successful project management. International Journal of Project Management

18(2)

85-91. https://doi.org/10.1016/S0263-7863(98)00073-0

This article underscores the importance of understanding the political landscape and power structures within an organization for project success. The scenario is a classic example of project politics where a manager's influence (informal or formal power) impacts the project outcome. A project manager must proactively identify and manage these political stakeholders

often by clarifying their roles and authority with senior leadership like the project sponsor.