ABSTRACT
Managing the constituency appears to be deceptively simple. One of the more worrying aspects of managing an outsourcing assessment and procurement programme is the possibility of an unexpected intervention by a person or body not directly concerned with the project but who has authority, influence and the ability to cause delay. The purpose of active constituency management is to ensure that the programme manager has a satisfactory understanding of expectation, from all quarters. Thus, in large organizations running large and complex programme, the potential for disruption from constituents is enormous. Managing the constituency appears to be deceptively simple. In fact, it requires a great deal of careful thinking and even more discipline – without either in the right amount, influence upon the constituents will be reduced or significant project advantages lost. Once the constituents are fully engaged, the review period may be extended, depending upon demand.
