Paul Naybour
Where stakeholder
management is carried out using the grid below state the meaning of each of the
axis ?
- Power
- Interest
Power is the influence that a stakeholder has
over the outcome of the project. The stakeholders power may come from within
the organisation or from external factors. Examples of high degree internal
stakeholder would be the sponsor or high degree external stakeholders maybe the
government. This will be influenced by the context in which your project is
working within established through the PESTLE technique.
over the outcome of the project. The stakeholders power may come from within
the organisation or from external factors. Examples of high degree internal
stakeholder would be the sponsor or high degree external stakeholders maybe the
government. This will be influenced by the context in which your project is
working within established through the PESTLE technique.
The interest axis describes the degree to which the project
needs to be sold to the stakeholder and perceived benefits for them. An example
role would be the users.
needs to be sold to the stakeholder and perceived benefits for them. An example
role would be the users.
Within each of the
four quadrants labelled A, B, C, D
four quadrants labelled A, B, C, D
- Explain the potential
implications of the of stakeholders actions on the project - Explain the project
managers approach to managing the stakeholder
Quadrant A (low
interest / High Power)
The stakeholder has a high degree
of power but a low degree of interest. Potentially this user could have a
negative impact on the project and could cause disruption (by not agreeing
budgets, making decisions or building relationships with other stakeholders).
The project manager should aim to spend more time with this group to increase
their interest. This stakeholder group should be at a minimum of kept satisfied
so that they are informed of what the project is and the potential benefits for
them. Time is important though and may be limited so the project manager must
heavily focus and prepared before engagement with this group.
of power but a low degree of interest. Potentially this user could have a
negative impact on the project and could cause disruption (by not agreeing
budgets, making decisions or building relationships with other stakeholders).
The project manager should aim to spend more time with this group to increase
their interest. This stakeholder group should be at a minimum of kept satisfied
so that they are informed of what the project is and the potential benefits for
them. Time is important though and may be limited so the project manager must
heavily focus and prepared before engagement with this group.
Quadrant B (High
Interest / High Power)
Interest / High Power)
This stakeholder group are the
optimum group since they are both highly interested and have a high degree of
power. This is typically a sponsor role / sponsoring group and the impact of
their decisions will have a significant effect on the projects delivery. The
project manager should seek to maintain this level with the stakeholder,
providing face to face meetings to maintain trust and regular updates to
maintain interest. Their available time may be limited, and the costs to hold
the meeting so project manager needs to be clearly focussed as to what they
wish to obtain from the meetings (usually decisions / acting as a door opener
to difficult groups)
optimum group since they are both highly interested and have a high degree of
power. This is typically a sponsor role / sponsoring group and the impact of
their decisions will have a significant effect on the projects delivery. The
project manager should seek to maintain this level with the stakeholder,
providing face to face meetings to maintain trust and regular updates to
maintain interest. Their available time may be limited, and the costs to hold
the meeting so project manager needs to be clearly focussed as to what they
wish to obtain from the meetings (usually decisions / acting as a door opener
to difficult groups)
Quadrant C (Low
Interest / Low Power)
Interest / Low Power)
This stakeholder group have a low
degree of power and interest. They may be a difficult to change their interest
and could be a set of users who cannot see the benefits of the project For
example users might not turn up to requirements meetings, testing or training
so the incorrect products are produced. The project manager will seek to
increase their interest by providing regular updates through newsletters and
intranet messages and attending pre existing team meeting slots Typically we
have broken this barrier by identifying project champion users who can sell the
benefits to their colleagues.
degree of power and interest. They may be a difficult to change their interest
and could be a set of users who cannot see the benefits of the project For
example users might not turn up to requirements meetings, testing or training
so the incorrect products are produced. The project manager will seek to
increase their interest by providing regular updates through newsletters and
intranet messages and attending pre existing team meeting slots Typically we
have broken this barrier by identifying project champion users who can sell the
benefits to their colleagues.
Quadrant D (High
Interest / Low Power)
Interest / Low Power)
This group are highly interested
in the project but have a relative low degree of power. For this group their
interest need to be maintained. So for example these are typically user
champions or mentors who without regular updates may revert back to a lower
interest group and therefore have less interest in requirements, testing or
training. The project manager must provide regular updates on progress keeping
this group informed of progress through user forums and progress updates maintaining
momentum.
in the project but have a relative low degree of power. For this group their
interest need to be maintained. So for example these are typically user
champions or mentors who without regular updates may revert back to a lower
interest group and therefore have less interest in requirements, testing or
training. The project manager must provide regular updates on progress keeping
this group informed of progress through user forums and progress updates maintaining
momentum.