Key Takeaways
- The Stakeholder Register documents all identified stakeholders including their interests, involvement, influence, and potential impact on project success
- The Stakeholder Engagement Assessment Matrix (SEAM) compares current engagement levels against desired engagement levels to identify gaps
- The Power/Interest Grid categorizes stakeholders into four quadrants to determine appropriate engagement strategies: manage closely, keep satisfied, keep informed, or monitor
- Engagement levels range from Unaware and Resistant (lowest) to Supportive and Leading (highest)
- Stakeholder engagement is a continuous process requiring ongoing assessment and adaptation throughout the project lifecycle
Engaging Stakeholders
Stakeholder engagement is critical to project success, particularly on complex projects with multiple stakeholders and evolving requirements. The PMP exam emphasizes stakeholder management as a key knowledge area that spans multiple process groups.
Stakeholder Management Overview
Stakeholders are individuals, groups, or organizations that may affect, be affected by, or perceive themselves to be affected by a project decision, activity, or outcome. Effective stakeholder engagement involves:
- Identifying all stakeholders
- Analyzing their interests and influence
- Developing engagement strategies
- Managing engagement throughout the project
The Stakeholder Register
The Stakeholder Register is a foundational project document that lists individuals or groups affected by or influencing the project.
Stakeholder Register Components
| Component | Description | Example |
|---|---|---|
| Identification | Name, position, organization | John Smith, CFO, Finance Dept. |
| Assessment | Interest, influence, impact | High interest, high influence |
| Classification | Internal/External, Supporter/Resistor | Internal supporter |
| Contact Information | How to reach them | Email, phone, office location |
| Engagement Level | Current and desired state | Currently Resistant, need Supportive |
| Requirements | Their key project expectations | Timely budget updates |
| Communication Needs | Preferred method and frequency | Weekly email summary |
Keeping the Register Current
The stakeholder register should be regularly updated as:
- New stakeholders are identified
- Stakeholder roles or influence changes
- Project phases transition
- Engagement levels shift
Stakeholder Analysis
Stakeholder analysis is the process of gathering and analyzing qualitative and quantitative information to determine whose interests should be considered throughout the project.
Power/Interest Grid
The Power/Interest Grid is a 2x2 matrix that categorizes stakeholders based on:
- Power (Authority): Their ability to influence project outcomes
- Interest (Concern): Their level of concern regarding project outcomes
| Low Interest | High Interest | |
|---|---|---|
| High Power | Keep Satisfied: Satisfy their needs, don't overwhelm with details | Manage Closely: Key players requiring significant attention |
| Low Power | Monitor: Minimal effort, monitor periodically | Keep Informed: Keep well-informed, can be project advocates |
Engagement Strategies by Quadrant
| Quadrant | Strategy | Actions |
|---|---|---|
| High Power/High Interest | Manage Closely | Regular communication, involvement in decisions, relationship building |
| High Power/Low Interest | Keep Satisfied | Address their concerns, provide high-level updates, don't overwhelm |
| Low Power/High Interest | Keep Informed | Regular updates, use as advocates and feedback sources |
| Low Power/Low Interest | Monitor | Periodic check-ins, minimal communication unless changes occur |
Other Analysis Models
| Model | Description | Use |
|---|---|---|
| Salience Model | Power, Urgency, Legitimacy | Complex stakeholder environments |
| Influence/Impact Grid | Influence vs. Impact on project | Resource allocation |
| Stakeholder Cube | 3D analysis (Power, Urgency, Legitimacy) | Detailed classification |
Stakeholder Engagement Assessment Matrix (SEAM)
The Stakeholder Engagement Assessment Matrix (SEAM) is a tool for analyzing and documenting the current and desired state of stakeholder engagement.
Engagement Level Classifications
| Level | Description | Characteristics |
|---|---|---|
| Unaware | Not aware of project and impacts | No knowledge of project existence |
| Resistant | Aware but opposed to project | Unsupportive of work or goals |
| Neutral | Aware, neither supportive nor resistant | Indifferent to project outcomes |
| Supportive | Aware and supportive of project | Willing to help and contribute |
| Leading | Actively engaged in success | Champions the project, removes obstacles |
Using the SEAM
The matrix shows where each stakeholder currently is (C) and where they need to be (D) for project success:
| Stakeholder | Unaware | Resistant | Neutral | Supportive | Leading |
|---|---|---|---|---|---|
| Stakeholder A | C | D | |||
| Stakeholder B | C | D | |||
| Stakeholder C | C, D | ||||
| Stakeholder D | C | D |
Addressing Engagement Gaps
When current (C) and desired (D) engagement levels differ, project managers must:
- Analyze the gap: Why is engagement at current level?
- Identify barriers: What prevents desired engagement?
- Develop strategies: How can we move stakeholder to desired level?
- Implement actions: Execute engagement activities
- Monitor results: Assess effectiveness and adjust
Developing Engagement Strategies
Strategy Components
| Component | Description | Examples |
|---|---|---|
| Communication Plan | What, when, how to communicate | Weekly updates, monthly meetings |
| Involvement Activities | How to involve in decisions | Review sessions, workshops |
| Relationship Building | Personal connection activities | One-on-ones, informal interactions |
| Issue Resolution | How to address concerns | Escalation paths, negotiation |
| Recognition | Acknowledging contributions | Thank-you notes, public recognition |
Tailoring Strategies
Consider these factors when developing stakeholder-specific strategies:
- Cultural context: Appropriate communication styles
- Organizational politics: Internal dynamics and relationships
- Personal preferences: Individual communication styles
- Availability: Time constraints and priorities
- Historical relationships: Past interactions and experiences
Managing Resistant Stakeholders
Resistance is natural and must be addressed thoughtfully:
Understanding Resistance
Common causes of stakeholder resistance:
- Fear of change or unknown
- Previous negative experiences
- Perceived loss of power or control
- Misunderstanding of project goals
- Conflicting priorities or values
- Lack of trust
Strategies for Addressing Resistance
| Strategy | Description |
|---|---|
| Listen actively | Understand their concerns fully |
| Acknowledge feelings | Validate their perspective |
| Communicate benefits | Explain "what's in it for them" |
| Involve in solutions | Give them ownership |
| Build relationships | Invest time in personal connection |
| Demonstrate quick wins | Show early positive results |
| Provide support | Offer training, resources, assistance |
Stakeholder Engagement in Agile
Agile methodologies emphasize continuous stakeholder engagement:
- Product Owner represents stakeholders daily
- Sprint Reviews provide regular demonstration
- Retrospectives gather feedback on collaboration
- User Stories express stakeholder needs
- Continuous Prioritization keeps stakeholders involved
Key Takeaways
- The Stakeholder Register documents all stakeholders and their characteristics
- The Power/Interest Grid helps determine engagement approach
- The SEAM identifies gaps between current and desired engagement
- Engagement levels range from Unaware to Leading
- Stakeholder engagement requires continuous attention and adaptation
A stakeholder has high power over the project but low interest in its outcomes. According to the Power/Interest Grid, what strategy should the project manager use?
In the Stakeholder Engagement Assessment Matrix (SEAM), a stakeholder is currently at "Resistant" but needs to be at "Supportive" for project success. What should the project manager do?
Which stakeholder engagement level describes someone who is actively working to ensure project success and championing the project to others?