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What are the most effective frameworks for analyzing stakeholder power and interest in a project?

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Stakeholders are the people or groups who have an interest or influence in your project. They can be internal or external, supportive or resistant, active or passive. As a project leader, you need to understand their power and interest levels, so you can communicate, engage, and manage them effectively. In this article, we will explore some of the most effective frameworks for analyzing stakeholder power and interest in a project.

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Rodrigo Eduardo Pimentel

Lideran?a | LLL?| SFPC? | DSPC? | BAPC? | DSPC? | BIFPC?| Gest?o Operacional | Análise de Custo | Metodologias ágeis |…
Rui Luiz Barbosa Filho, M.Sc ,DASM, HCMP 3G, PMI-PMOCP, PMP

CEO | Consultor | Mentor | Palestrante | Head de PMO | Gest?o de Projetos e Portfólios | Metodologias ágeis | Melhoria…
Dr. Quynh Chi Nguyen

Senior Global Luxury Marketer | Doctorate in Luxury Marketing & Communication | Retail Training & Selling

1 The power-interest matrix

The power-interest matrix is one of the most common and simple frameworks for analyzing stakeholder power and interest. This matrix divides stakeholders into four categories based on their level of power and interest in the project, such as high power, high interest; high power, low interest; low power, high interest; and low power, low interest. When managing stakeholders, it is important to prioritize and tailor strategies according to the different needs and expectations of each group. For example, those with high power and high interest should be given more attention while those with low power and low interest should not be given too much time or energy. Additionally, those with high power but little interest should be monitored and kept informed without annoying or alienating them. Finally, those with low power but high interest should be consulted and updated while leveraging their support or feedback.

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Rodrigo Eduardo Pimentel

Lideran?a | LLL?| SFPC? | DSPC? | BAPC? | DSPC? | BIFPC?| Gest?o Operacional | Análise de Custo | Metodologias ágeis | Scrum | Kanban | Lean | Six Sigma YB | Melhoria Contínua | Estratégias
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A matriz poder-interesse, os SteackHolders que est?o na ponta da opera??o tem que ter a vis?o sistemica do projeto, as ideias n?o devem ser descartadas logo de cara da linha operacional.

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Shubham Singh

Senior Software Engineer @ Visa | Designing Web Services
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A strategic tool to categorize stakeholders based on their power and interest. - High Power, High Interest: Engage closely; these are your key players. - High Power, Low Interest: Keep satisfied but don't overwhelm them. - Low Power, High Interest: Keep informed; they may become more influential. - Low Power, Low Interest: Monitor; minimal effort needed.

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Rui Luiz Barbosa Filho, M.Sc ,DASM, HCMP 3G, PMI-PMOCP, PMP

CEO | Consultor | Mentor | Palestrante | Head de PMO | Gest?o de Projetos e Portfólios | Metodologias ágeis | Melhoria de Processos | Lideran?a | Comunica??o | Gest?o de Mudan?a | LATAM Lead | PMI | PMOGA | ISO
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1: Alto poder e interesse: Essas partes interessadas s?o as mais importantes para o projeto, pois têm capacidade de transferência significativamente para seu sucesso. 2: Alto poder e baixo interesse: Essas partes interessadas podem ter a capacidade de influenciar significativamente o projeto, mas seu interesse é baixo. Eles devem ser monitorados regularmente. 3: Baixo poder e alto interesse: Essas partes interessadas s?o importantes para o projeto, pois têm um alto interesse no seu sucesso. Eles devem ser envolvidos no processo de tomada de decis?o, mesmo que n?o tenham poder formal. 4: Baixo poder e interesse: Essas partes interessadas têm impacto pouco no projeto e seu interesse é baixo. Eles podem ser monitorados ocasionalmente.

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2 The salience model

The salience model is another framework for analyzing stakeholder power and interest, adding a third dimension: urgency. This model considers how much a stakeholder cares about the project (interest), how much they can influence the project (power), and how quickly they need or expect a response from the project (urgency). The salience model classifies stakeholders into seven types based on their combination of these three attributes: dormant, discretionary, demanding, dominant, dangerous, dependent, and definitive. With this model, you can better identify and understand the motivations and behaviors of different stakeholders, as well as how they may change in different situations or over time. Dormant stakeholders have high power but low interest and urgency; discretionary stakeholders have low power, low interest, and low urgency; demanding stakeholders have low power and low interest but high urgency; dominant stakeholders have high power and high interest but low urgency; dangerous stakeholders have high power and low interest but high urgency; dependent stakeholders have low power but high interest and high urgency; and definitive stakeholders have high power, high interest, and high urgency. Each type requires different levels of attention from the project team.

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Rui Luiz Barbosa Filho, M.Sc ,DASM, HCMP 3G, PMI-PMOCP, PMP

CEO | Consultor | Mentor | Palestrante | Head de PMO | Gest?o de Projetos e Portfólios | Metodologias ágeis | Melhoria de Processos | Lideran?a | Comunica??o | Gest?o de Mudan?a | LATAM Lead | PMI | PMOGA | ISO
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é uma estrutura mais complexa que considera o poder, o interesse e a legitimidade das partes interessadas. Poder: O poder é a capacidade de influenciar o projeto. Ele pode ser formal, como o poder de um gerente, ou informal, como o poder de um líder comunitário. Interesse: O interesse é o grau de preocupa??o da parte interessada com o projeto. Ele pode ser positivo, negativo ou neutro. Legitimidade: A legitimidade é acessível à parte interessada pelo grupo ou organiza??o.

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Rodrigo Eduardo Pimentel

Lideran?a | LLL?| SFPC? | DSPC? | BAPC? | DSPC? | BIFPC?| Gest?o Operacional | Análise de Custo | Metodologias ágeis | Scrum | Kanban | Lean | Six Sigma YB | Melhoria Contínua | Estratégias
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Saber as dores dos colaboradores que segura, abra?a o operacional, fazer um Gemba Walk, ter um líder para influenciar ter um Scrum Master para ser facilitador das mudan?as.

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3 The influence-interest diagram

The influence-interest diagram is a third framework for analyzing stakeholder power and interest. This diagram distinguishes between the potential and actual influence of stakeholders in the project. Potential influence is based on their position, resources, or relationships, while actual influence is based on their actions, involvement, or communication. The diagram plots stakeholders on a grid with four quadrants, based on their level of influence and interest in the project. The quadrants are high influence, high interest; high influence, low interest; low influence, high interest; and low influence, low interest. This helps you assess and measure the influence and interest of different stakeholders, as well as how they may change over time. High influence, high interest stakeholders are the primary ones who need to be managed closely and proactively. High influence, low interest stakeholders are the secondary ones who need to be monitored and informed. Low influence, high interest stakeholders are the tertiary ones who need to be consulted and updated. Low influence, low interest stakeholders are the peripheral ones who need to be informed but don't require much attention or effort from the project team.

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Rui Luiz Barbosa Filho, M.Sc ,DASM, HCMP 3G, PMI-PMOCP, PMP

CEO | Consultor | Mentor | Palestrante | Head de PMO | Gest?o de Projetos e Portfólios | Metodologias ágeis | Melhoria de Processos | Lideran?a | Comunica??o | Gest?o de Mudan?a | LATAM Lead | PMI | PMOGA | ISO
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é uma estrutura visual que representa as rela??es entre as partes interessadas. O diagrama é dividido em dois eixos, com o poder representado no eixo vertical e o interesse representado no eixo horizontal. As partes interessadas s?o representadas por pontos no diagrama, e as linhas conectam as partes interessadas que têm influência umas sobre as outras. O diagrama de influência-interesse pode ser usado para identificar as partes interessadas que têm maior influência sobre o projeto e as rela??es entre elas.

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Davide Rizzo

Tenure Track Scientist in Landscape Agronomy at UMR LISAH, IRD
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Influence and interest can be defined either against an objective reference or from a relative perspective, that is within the relevant stakeholder group. As with every approach that uses diagrams, the interest of the classification is to identify quadrants and groups, so as to define related actions or policies. For instance, the quadrant of poor interest and low influential stakeholders may require empowerment, in the case of participatory projects, or could be neglected, in the case of a prioritization approach.

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4 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?

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Dr. Quynh Chi Nguyen

Senior Global Luxury Marketer | Doctorate in Luxury Marketing & Communication | Retail Training & Selling
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Stakeholder Circle: This tool helps in identifying the most crucial stakeholders by visualizing their influence and interest in a circle diagram relative to the project's center. This representation can help in prioritizing stakeholder management efforts.

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Rui Luiz Barbosa Filho, M.Sc ,DASM, HCMP 3G, PMI-PMOCP, PMP

CEO | Consultor | Mentor | Palestrante | Head de PMO | Gest?o de Projetos e Portfólios | Metodologias ágeis | Melhoria de Processos | Lideran?a | Comunica??o | Gest?o de Mudan?a | LATAM Lead | PMI | PMOGA | ISO
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Além dessas estruturas, também é importante considerar os seguintes fatores ao analisar o poder e o interesse das partes interessadas: A cultura organizacional: A cultura organizacional pode influenciar a forma como as partes interessadas percebem o poder e o interesse. O contexto do projeto: O contexto do projeto, como o setor e o tamanho da organiza??o, também pode influenciar o poder e o interesse das partes interessadas. A natureza do projeto: A natureza do projeto, como o tipo de projeto e seu impacto, também pode influenciar o poder e o interesse das partes interessadas.

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Rodrigo Eduardo Pimentel

Lideran?a | LLL?| SFPC? | DSPC? | BAPC? | DSPC? | BIFPC?| Gest?o Operacional | Análise de Custo | Metodologias ágeis | Scrum | Kanban | Lean | Six Sigma YB | Melhoria Contínua | Estratégias
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Melhorias continuas, mudan?a de cultura, mudan?a organizacional, é o mais difícil de entrar na mente fechada, a boa e velha historia de guerra do Vietn? que até hoje eles fazem rituais para os avi?es americanos voltarem.

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What are the most effective frameworks for analyzing stakeholder power and interest in a project?

1

2

3

4

1 The power-interest matrix

2 The salience model

3 The influence-interest diagram

4 Here’s what else to consider

Project Leadership

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What are the most effective frameworks for analyzing stakeholder power and interest in a project?

1

2

3

4

1 The power-interest matrix

2 The salience model

3 The influence-interest diagram

4 Here’s what else to consider

Project Leadership

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