Blog

The Invisible Stakeholder—An influential stakeholder who emerged in the middle of a project and changed everything: how to manage unidentified risks in projects.  

Key Takeaways

• Not all project risks can be predicted, but strong risk response capabilities can reduce their impact.
• External events beyond organizational control can significantly influence project timelines and business commitments.
• Effective communication, stakeholder alignment, and proactive decision-making are critical during unexpected disruptions.

Could anyone have predicted that the passing of the Queen of the United Kingdom would impact the timeline of a technology project in Georgia?

Neither could we.

However, this unexpected global event became a powerful reminder that project risks do not always originate from within the project environment. Sometimes, external events beyond our control can create significant consequences for local project delivery.

Project X involved integrating our company’s systems with those of a partner organization to launch a product connected to Premier League matches. The project timeline was carefully planned, with the launch aligned to the peak football season. Every milestone was connected to business expectations, and the successful completion of the project depended on real match events taking place.

The contract included strict conditions: any delay could automatically trigger penalties and potentially lead to termination of the agreement.

Everything was progressing according to plan until an unexpected event occurred.

The Queen passed away, leading to a period of national mourning in the United Kingdom. As a result, football matches were postponed, followed by an international break. During this period, sports events across the UK were suspended, and decisions regarding the continuation of Premier League matches depended on wider national considerations.

https://www.skysports.com/more-sports/news/29877/12693132/queen-elizabeth-ii-has-died-aged-96 

For many people, this was a moment of national significance. For our project team in Georgia, it created an entirely unexpected project dependency.

We were waiting for each match to take place because every game represented a milestone required for the final project launch. Each postponed match meant that the project could not be considered fully completed.

The result was a four-week project delay caused by an unidentified external risk that had never appeared in our initial risk assessment.

How Did We Respond?

The most critical factor was the speed and quality of our response.

First, we immediately increased communication across all key stakeholders. Maintaining transparency with the vendor, business partners, and internal teams became essential to ensure everyone had a shared understanding of the situation and possible outcomes.

Second, the team shifted from reactive problem-solving to proactive planning. We explored alternative scenarios, evaluated potential impacts, and initiated discussions around contract adjustments.

By proactively communicating with partners and proposing possible solutions, we were able to reduce business risks and avoid potential contractual consequences.

Finally, we aligned on a revised timeline by closely monitoring external updates and confirming when football events would resume. This allowed the team to establish a realistic delivery plan and maintain stakeholder confidence.

The Lesson Learned

This experience demonstrated that some of the most impactful risks are the ones we cannot see in advance.

Traditional risk management processes are essential, but they cannot capture every possible external event. In global projects, teams must also develop the ability to adapt quickly, communicate effectively, and make strategic decisions under uncertainty.

An unidentified risk does not have to become a project failure. The difference is often made by how quickly a team recognizes the situation, aligns stakeholders, and takes action.

International projects are influenced by factors far beyond technology, resources, and schedules. Sometimes, new challenges come from outside the project environment entirely.

Four weeks later, when the project was finally launched, I watched a full Premier League match for the first time in my life — at the age of 32.

That moment became a personal reminder of why I love project management. Projects are not only about plans, timelines, and deliverables. They are about people, unexpected challenges, and the ability to navigate uncertainty together.
About the Author

Sopio Lezhava is a PMP®, PMI-ACP®, and PSM I certified Project Management professional with 10+ years of experience leading strategic initiatives, digital transformation programs and complex cross-functional projects across FinTech, iGaming, banking, insurance and technology sectors.

Currently, Sopio serves as Head of PMO at a startup organization, where she is leading the establishment and implementation of PMO practices, building project governance frameworks, improving delivery processes and supporting organizational growth through structured project management approaches. Her expertise includes portfolio management, Agile transformation, stakeholder engagement and aligning business strategy with successful execution.

Sopio is also an active PMI volunteer and Board Member of PMI Tbilisi, Georgia Chapter & PMI Nova Scotia, contributing to professional community development, knowledge-sharing initiatives and the advancement of the project management profession.

Connect with Sopio on LinkedIn:https://www.linkedin.com/in/sopio-lezhava-6b187b28/?skipRedirect=true