Program Stakeholder Management Many projects and program fail because stakeholders expectations and interests are not addressed sufficiently. The government can have multiple roles in a project. The owner may have the role of regulator, oversight autho

Program Stakeholder Management Many projects and program fail because stakeholders expectations and interests are not addressed sufficiently. The government can have multiple roles in a project. The owner may have the role of regulator, oversight authority, protector of the public interest and project director. Assume in its role as project director and consider the FAA for instance, it is obligated to keep the Boeing Max project on schedule, but in its role in protecting the public interest it is better if the project is delayed to ensure quality control. This discussion can be broader and does not necessarily limit to the Boeing case study. How can a project sponsor or owner manage these conflicting roles on a project? When there is a conflict among roles, should certain responsibilities take priority over other responsibilities? If so, why?