This situation leads to some other risks that Jones (1994) describes as the following: o excessive schedule pressure; o low quality work as a result of undue pressure; o cost overruns What results from those risks is that project managers should highly consider external shareholder opinions concerning outcomes of a specific project because they will be the most impacted. However regarding micro level constraints, they should have the last word and the possibility to adapt to the means the sponsor is willing to use for the project realization. Clear communication need to be established between all stakeholders in order that each one would be able to adapt their expectations and redefine their needs according to the means dedicated into the project. I n certain sectors clients can be particularly pluralistic (Tzortzopoulos et al., 2006). Compromising between stakeholders who seek to use the project outcome and those interested only in the micro level constrains (Hartmann et al., 2008) is challenging to achieve. These goals often conflict. Because they compete in different system of values, there is diversity within the project and internal complexity (Landin 2005, Olander, 2007, Thomson D., 2011). This complexity lies in the definition of needs and requirements for the best compromised by focusing on the respect of the resources the sponsor is willing to immobilize in order to achieve the project objectives. Agile project management may make easier to manage this complexity in specific times but in order to achieve the global objective project managers have to be connected with all the level of stakeholders regardless their level of influence which is time consuming.
Conclusion It is clear that external stakeholder is a blur notion, but they influence the success of a project in a tangible way. Depending of the situation some categories of stakeholder sometimes are external sometimes are not. They are external when they do not take part directly in the project management operations, when they only set up requirements about what the need or what they can provide. Once the concept of external stakeholder is clearly defined and they are identified in a specific project, project managers need to consult them carefully to be able to answer their needs and requirements and set up limitation to the project boundaries in order to achieve the objective qualitatively and within the resources allocated. The recommendation I would make is to integrate all level of stakeholder in a information system which allow them to raise questions and concerns but also which help them to understand what is feasible or not, and to anticipate disappointment.
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