Relationship Diagrams for Key Players - Satisfy Essential Individuals for Success
Project management involves a diverse array of stakeholders, each with their unique interests and roles. These stakeholders can range from the CEO to marketing managers, clients, shareholders, and more.
Stakeholder mapping is a valuable tool that helps project managers understand who these stakeholders are and to what extent they will need information and management during the course of the project. This technique is not a one-time exercise but a continuous process, as the relationship between stakeholders and the project is not static and requires regular revisiting.
A simple and direct stakeholder map can be used for stakeholder management. The stakeholder mapping model, first proposed by Mitchell, Agle, and their colleagues in 1997, divides stakeholders into four categories: apathetic, latent, defender, and promoter, based on their level of interest and power.
Apathetic stakeholders have low interest and power but should be monitored to ensure they remain content with the project's progress. Latent stakeholders, on the other hand, have high power but low interest. They are crucial players whose satisfaction needs to be secured through the project outcome. Defender stakeholders have high interest and low power and should be given regular updates to keep them engaged and motivated. Promoter stakeholders, with their high interest and power, require close management as they have the capacity to either promote or derail the project.
Primary stakeholders are those directly affected by the project outcome, while secondary stakeholders are indirectly affected. Key stakeholders, despite not being directly affected, have significant influence due to factors such as hierarchical management structures.
The purpose of stakeholder analysis is to foster cooperation between stakeholders and the project team to ensure project success and meet stakeholder objectives. The International Project Management Association (IPMA) has utilized the stakeholder mapping model proposed by Mitchell, Agle, and their colleagues in recent years to understand stakeholder interests and power dynamics in project contexts.
Stakeholder analysis also allows the project team to track the interests of stakeholders and determine priorities for stakeholder management. A complete picture of stakeholders can be developed through brainstorming, organizational hierarchy charts, and data sources. An alternative form of stakeholder mapping can be found at http://www.policy-powertools.org/Tools/Understanding/docs/stakeholder_influence_mapping_tool_english.pdf.
Regularly reviewing the stakeholder map is essential to see if stakeholders have changed positions and refocus attentions as necessary. The objective of stakeholder analysis is to ensure political and business objectives of stakeholders are satisfied while delivering the best possible user experience.
