Stakeholder analysis
“Stakeholder Analysis” is a tool/technique for the process “Identify Stakeholders”.
Stakeholder analysis is a technique of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project. It identifies the interests, expectations, and influence of the stakeholders and relates them to the purpose of the project. It also helps to identify stakeholder relationships (with the project and with other stakeholders) that can be leveraged to build coalitions and potential partnerships to enhance the project?s chance of success, along with stakeholder relationships that need to be influenced differently at different stages of the project or phase.
Stakeholder analysis generally follows the steps described below: – Identify all potential project stakeholders and relevant information, such as their roles, departments, interests, knowledge, expectations, and influence levels. Key stakeholders are usually easy to identify.
They include anyone in a decision-making or management role who is impacted by the project outcome, such as the sponsor, the project manager, and the primary customer. Identifying other stakeholders is usually done by interviewing identified stakeholders and expanding the list until all potential stakeholders
are included.
– Analyze the potential impact or support each stakeholder could generate, and classify them so as to define an approach strategy. In large stakeholder communities, it is important to prioritize the stakeholders to
ensure the efficient use of effort to communicate and manage their expectations.
– Assess how key stakeholders are likely to react or respond in various situations, in order to plan how to influence them to enhance their support and mitigate potential negative impacts.
There are multiple classification models used for stakeholders analysis, such as: – Power/interest grid, grouping the stakeholders based on their level of authority (?power?) and their level
or concern (?interest?) regarding the project outcomes;
– Power/influence grid, grouping the stakeholders based on their level of authority (?power?) and their
active involvement (?influence?) in the project;
– Influence/impact grid, grouping the stakeholders based on their active involvement (?influence?) in the
project and their ability to effect changes to the project?s planning or execution (?impact?); and – Salience model, describing classes of stakeholders based on their power (ability to impose their will), urgency (need for immediate attention), and legitimacy (their involvement is appropriate).
Figure 13-4 presents an example of a power/interest grid with A-H representing the placement of generic stakeholders.
Keep Satisfied Manage
Closely
– B
– H
– F – A
– G – C
– E – D Monitor Keep Informed High Power Low Low Interest High Figure 13-4. Example Power/Interest Grid with Stakeholders
This definition was found in the PMBOK V5
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