The project manager is experiencing challenges in organising and managing internal stakeholder management, as a result of the diverse groups that are involved in the project implementation process. The internal stakeholders are not well organised to be fully effective in adding the much needed value in the implementation of the project as a result of poor planning, especially in the formalising the right channels of communication in the project.
There is no program or system in place which would allow the project team members from the various departments to work in a systematic way in the development and implementation of the project. It seems as if each department is working in silos, therefore creating a non-systematic approach to project management and breaking down the communication structure.
Based on the fact that the vice president agrees with Marketing as the custodians of major decisions taken in the implementation of the project. That has created an environment where marketing is making decisions on whether the project should be implemented or not, without proper consultation with interested parties involved the project team.
The poor communication is caused by the fact that there are no meetings to kick start the project, where the project manager would be chairing the meeting and indicating the type of support which will be required in making the project a success. That is the reason why other departments, such as marketing are able to make lateral decisions based on the fact that the parties involved are not effectively communication in a table meeting to formally introduce the project, and outline roles and responsibilities for each department involved in the success of the project.