Introduction Purposeful interactions with people who can affect or be affected by project processes or project outcomes, i.e. the project stakeholders, within a project-based organization, is a core task in all project management (Littau et al., 2010; PMI, 2013; Huemann et al., 2016) – and has been so since Cleland (1985, 1986) wrote about ongoing project evaluation and project stakeholder ... [Show full abstract] management. In order to understand how project-based organizations can integrate multiproject management activities to enhance strategic alignment, proper portfolio and program management and governance, i.e. can apply an Organizational Project Management (OPM) approach (Aubry et al., 2007), an understanding of how to deal with the stakeholders is of utmost importance. Realizing that OPM is dealing with the how-question, in terms of how project, and portfolio management practices can strategically help firms realize organizational goals (Chia, 2013), a stakeholder management perspective on OPM must deal with stakeholders involved in project, program, and portfolio management practices. In line with the recommendation of going beyond the management of single projects by additionally considering management of networks of projects, internal as well as external, and multiple projects (Andersen & Jessen, 2003), and realizing that skillful and competent project management of the single projects is not enough (Cooke-Davies et al., 2001), the starting point of this chapter is to understand the limitation of a classical project-centric approach to stakeholder management within project-based organizations. This chapter proposes that the project-centric approach should be replaced with a stakeholder-centric approach. In the next section, the basic tenets of project stakeholder management are presented. Thereafter follows a section on stakeholder behavior. Afterwards, a section on stakeholder management issues in project-based organizations is offered. This is followed by a section in which a case study is used to illustrate the challenges and solutions related to stakeholder management in project-based organizations. Next comes a section that contrasts a project-centric approach with a stakeholder-centric approach. Finally, the chapter is concluded by pointing to managerial implications. The Basic Tenets of Project Stakeholder Management Many definitions on project stakeholders exist. In this chapter (and inspired by Freeman, 1984; Eskerod & Jepsen, 2013; and Eskerod, 2014), a project stakeholder is defined as any individual, group, or entity who can affect or be affected by the project process or the project outcomes.