The first group of stakeholders that should be considered for the Dubai Metro Project is the city community, who will be the ones using the system. If it is poorly suited to their transit needs, they will avoid using the network, instead going by car or using other transportation methods. As a result, revenue will drop, and the Project may turn out to be a failure, which necessitates building it to match the passengers’ needs. The second group of stakeholders would be the people who have funded the Metro, as they likely hold a substantial amount of influence over its construction. They can withdraw their support if they are dissatisfied with how it operates, or they can potentially supply additional money if convinced that doing so would be beneficial.
The third stakeholder category encompasses designers, builders, and train manufacturers for the railway. Their task is to perform the job they have been assigned to specifications, though it should be noted that their capabilities are not limitless. Hence, for the Project’s success, they require detailed and well-researched instructions that are still possible for them to fulfill. Lastly, the Metro’s staff should be taken into consideration, as it is their task to operate the system and ensure that it works smoothly. Without proper oversight and maintenance, malfunctions are likely to emerge over time, which can lead to injuries and loss of life due to the nature of the system. Hence, the Metro’s workers need to be equipped with adequate resources to perform their tasks, preferably with additional allowances so that they can innovate and improve the service. By acknowledging all of these stakeholders and considering their needs to fulfill them as much as possible, the project manager can dramatically increase the likelihood of success.
To ensure that the Project proceeds smoothly and effectively, it is first necessary to identify and engage stakeholders. The most apparent group of these are the people who have commissioned the Project and funded it. They have particular expectations for its outcome, and if they are dissatisfied, they may demand changes while it is ongoing. If their requirements are not met, they can interfere in the Project by withdrawing the funding or replacing staff. On the other end of a similar relationship, there are various people who will be constructing the system, such as construction agencies, architects, and different train and electronic machine providers. Their purpose is to create the Metro, but if they are chosen inappropriately or given impossible demands, they can create budget or schedule overruns or produce inadequate work.
Potential Metro passengers and the broader community are two stakeholder categories that need to be considered in detail, even if they can be challenging to engage. The appeal of the network to the former will determine its commercial success and long-term viability, as it cannot survive independently without a steady flow of paying customers. The latter, on the other hand, are more likely to be interested in the land value and development opportunities created in the areas where the railways run, demanding that their particular district be covered. To that end, they are likely to lobby for the construction of new lines and attempt to persuade the management to favor individual route arrangements over others. Lastly, the Metro’s employees should be considered, as it will be their job to ensure the network’s long-term operation. They will struggle to perform their tasks if the system is not designed to be comfortable to operate and maintain, necessitating the creation of a design that can be serviced easily.