The Ultimate Guide to Stakeholders - The People Power Behind Projects

Stakeholders in project management refers to individuals, groups, or entities who have a vested interest in the successful execution and outcome of a project .

However, the definition of stakeholders goes beyond those with interest in a project; stakeholders also include people that will either be impacted by your project or have an impact on your project.

Stakeholders involved in a project can be diverse, including internal personnel such as project teams, executives, and employees, as well as external parties like customers, suppliers, regulators, investors, and the wider community.

Each stakeholder category brings its own unique perspectives, needs, and expectations to the project.

The success of a project is explicitly tied to the ability of the project manager to navigate the stakeholder dynamics in an organisation.

This includes managing stakeholder expectations and keeping stakeholders appropriately engaged and informed.

In this guide I cover

1. Types of Stakeholders
2. How to Identify stakeholders in a project
3. How to analyse stakeholders in a project
4. How to map stakeholders in project
5. Stakeholder registers
6. RACI Matrix

So what are the types of stakeholders in a project.

Type of Stakeholders

Stakeholders in a project will typically be in one of four categories.

1. Users
2. Governance
3. Influencers
4. Providers

1. User Stakeholders

Users are an important category of stakeholders in any project.

They are the individuals or groups who will ultimately directly benefit from the project's deliverables, products, or services.

Users use the projects deliverables, products, or services.

They may be internal, such as employees within the organization, or external, like customers or clients.

Meeting user requirements and expectations is a primary project objective.

Failure to do so can result in project failure, even if other project metrics are on track as user satisfaction is often the ultimate measure of project success.

If the end-users are delighted with the project's results, it's more likely that the project will be considered successful.

Based on how critical users are to the outcome of a project It's essential to gather their input, feedback, and requirements early on to shape project objectives.

In addition, as the project delivery evolves, the project manager needs to proactively engage with users through regular updates and feedback loops to ensure that their needs are understood and addressed.

Here are scenarios demonstrating the role of users as stakeholders in various types of projects:

Software Development Project:

A software development company is creating a new mobile app for a client.

The end-users of the app will be the client's customers who use it for online shopping.

User Role: The end-users are critical stakeholders in this project.

Their feedback on the app's usability, interface, and functionality will directly impact its success.

The project team conducts focus group testing and collects user feedback at different stages of development to ensure the app meets user expectations

Public Infrastructure Project:

A government agency is planning the construction of a new public transportation system.

The end-users are the commuters who will rely on this system for their daily travel.

User Role: Commuters are essential stakeholders in this project, and their needs for efficient, safe, and accessible transportation must be met.

Extensive public outreach programs, town hall meetings, and surveys are conducted to gather input from commuters to shape the project's design and priorities.

Marketing Campaign Project:

An advertising agency is developing a marketing campaign for a new cosmetic product.

The end-users are consumers who will purchase and use the product.

User Role: Consumer feedback is vital to the success of the campaign.

Focus groups, social media surveys, and product testing are conducted to understand consumer preferences, create effective advertising materials, and tailor the campaign to resonate with the target audience.

2. Governance Stakeholders

Governance stakeholders hold authority over the project's evolution, direction, decision-making, and compliance with organizational standards and regulation.

Their primary role is to oversee and guide the project's strategic objectives and ensure it aligns with the organization's mission and vision.

Governance stakeholders typically include senior executives, board members, and individuals in leadership positions within the organization.

In some instances, governance stakeholders may also include external regulatory bodies or oversight agencies.

Governance stakeholders have the authority to make high-level decisions about the project's initiation, continuation, or termination.

Authorization from governance stakeholders is often required to secure funding and resources for the project.

These stakeholders play a crucial role in allocating the necessary resources for project execution, including budget approval, staffing decisions, and access to organizational assets.

In addition, governance stakeholders are responsible for ensuring that the project complies with legal and regulatory requirements.

In industries with strict regulatory oversight, such as healthcare or finance, governance stakeholders play a vital role in safeguarding against legal and financial risk.

Project managers need to maintain open lines of communication with governance stakeholders through regular reporting on project status, milestones, risks, and financial matters.

This openness and transparency in project activities helps governance stakeholders make informed decisions and exercise effective oversight.

Governance stakeholders may become involved in change management processes if changes are needed to project objectives or scope adjustments are necessary.

They assess the potential impact on the organization and approve or disapprove proposed changes.

In situations where conflicts arise within the project or between project teams, governance stakeholders may step in to mediate and resolve disputes.

At the project's conclusion, governance stakeholders evaluate its outcomes and determine whether it has achieved the intended strategic objectives.

Here's a scenario for you.

A school district is revamping its curriculum to align with new educational standards.

Governance stakeholders include the school board, the superintendent, and state education authorities.

Governance stakeholder oversee the curriculum development project to ensure it meets state educational requirements and is consistent with the district's educational goals.

They allocate funding, approve curriculum changes, and assess the project's impact on student outcomes.

Governance stakeholders serve as the guardians and continuously check a project's alignment to the organization's strategic vision and values.

Successful project management requires project managers to engage with governance stakeholders effectively, providing them with the information and insights needed to make informed decisions that contribute to the organization's overall success.

3. Influencer Stakeholders

"Influencers" are a category of stakeholders that have the ability to exert significant impact and influence on project outcomes and decision-making processes.

These influencers hold sway within the project environment due to their expertise, authority, or relationships.

Influencers in project management can include subject matter experts, experienced team members, industry veterans, or respected consultants.

Their influence often stems from their deep knowledge, experience, credibility, or extensive networks within the project's domain.

They can provide guidance on complex technical or industry-specific aspects of the project, help in solving challenges, making informed choices, and optimizing project processes.

Influencers may not hold official decision-making authority, but their recommendations, insights, and expertise carry substantial weight within the project team and organization.

In addition influencers may also have have extensive networks and relationships within the industry or organization.

They can facilitate valuable connections, collaborations, and partnerships that benefit the project.

Leveraging their relationships can open doors to new opportunities, resources, and support.

Here's a scenario.

A nonprofit organization is launching a fundraising project to support a community initiative.

An influential philanthropist known for supporting similar initiatives becomes actively involved.

The philanthropist acts as an influencer by leveraging their connections and reputation to secure major donations and rally support from other potential donors.

Their involvement significantly boosts the campaign's fundraising efforts.

Project managers should actively engage with influencer stakeholders, recognize their contributions, and leverage their knowledge and networks to enhance project outcomes.

4. Provider Stakeholders

Provider stakeholders include individuals, organizations, or entities that supply essential goods, services, or resources required for the successful execution of a project.

Understanding and effectively managing provider stakeholders is vital to ensuring that the project receives the necessary inputs and support.

These provider stakeholders can include suppliers, vendors, subcontractors, service providers, or consultants.

Their involvement often revolves around the provision of materials, expertise, labour, equipment, or specialized services that are critical to the project's objectives.

A project manager needs to identity the provider stakeholders that provide inputs into the project; after which the project manager needs to liaise with the contracts and procurement organisation where appropriate to see that these stakeholders are contracted and available to provide the required inputs into the project as needed.

Effective supply chain management ensures that the project has a steady and reliable flow of inputs.

Here's a scenario.

A large corporation is upgrading its IT infrastructure and software systems to improve efficiency.

The project involves the procurement of hardware, software licenses, and IT consulting services.

Here, the provider stakeholders are

IT Hardware Suppliers

Hardware providers are a cornerstone of the project, as they supply the physical infrastructure needed for the IT upgrade.

This includes servers, networking equipment, data storage solutions, and end-user devices such as computers and laptops.

Hardware suppliers ensure the timely delivery of high-quality equipment that meets the corporation's specifications and capacity requirements.

They work closely with the project team to ensure seamless integration into the existing infrastructure.

Software Solution Providers

Software solution providers play a crucial role in delivering the necessary software applications, licenses, and tools needed to enhance the corporation's IT capabilities.

This may encompass operating systems, productivity software, enterprise resource planning (ERP) systems, and specialized industry-specific software.

Software vendors collaborate with the project team to customize and configure software solutions to align with the corporation's workflow and business processes.

They also provide training and support to ensure that users can effectively utilize the software.

IT Consulting Firms

IT consulting firms bring expertise and guidance to the project.

They offer strategic planning, technical expertise, and project management support to ensure the successful implementation of the IT upgrade.

IT consultants work closely with the corporation's IT team to assess current systems, define project objectives, and develop a comprehensive IT strategy.

They provide recommendations for technology upgrades, security enhancements, and system integrations.

Additionally, they assist in managing project timelines and resources, ensuring that the project stays on track and within budget.

Service Providers (Internet, Cloud Services, and Telecommunications):

Service providers offer essential connectivity and cloud-based services required for the IT upgrade.

This includes internet connectivity, security, cloud storage, and telecommunications services.

Service providers ensure that the corporation has reliable and high-speed internet connectivity to support the upgraded IT infrastructure.

They also facilitate the migration of data and applications to cloud platforms, ensuring scalability, data redundancy, and disaster recovery capabilities.

Training and Support Services:

Training and support service providers offer training programs and ongoing technical support to help employees adapt to the new IT systems and resolve any issues that may arise post-implementation.

These providers ensure that the corporation's workforce is proficient in using the new IT tools and systems.

They offer training sessions, user guides, and helpdesk support to address questions and concerns, ultimately enhancing user adoption and productivity.

Ultimately, provider stakeholders play a pivotal role in supplying essential goods, services, or resources that are fundamental to project success.

Effective collaboration with these stakeholders, along with careful procurement and contract management, ensures that projects are completed efficiently, on time, and within budget.

How to Identify The Stakeholders in a Project

Identifying stakeholders at the beginning of a project is critical to its success.

Here are steps and methods a project manager might use to identify project stakeholders in an organization:

Step 1: Review Existing Documentation

When you’re new to a project, existing documentation typically has a trove of information will help you understand the project.

This is a good place to start when tying to identify stakeholders.

Here’s how you might go about it:

Decode Contracts and Agreements

Contracts and agreements aren’t just legal mumbo-jumbo.

They are pacts that have been made with various parties and hold valuable information about who has stakes in your project.

Reading through them, you’ll get an understanding of the entities involved, the nature of their involvement, and their interests and obligations in the project.

Check out the Organizational Chart

An organizational chart is more than a hierarchy visualizer.

It tells you how communication and decisions flow within the organization.

Who sits where in the decision-making tower?

Whose inputs are considered vital?

In addition, you’ll identify department heads, team leaders, and other key individuals who will likely have a say or interest in your project’s progress and outcomes.

Use the Business Case

Where it exists, the business case, can be an insightful resource to identify key stakeholders.

It outlines not just the rationale (the "why") and objectives (the "what") of the project, but also gives subtle cues about who considers this project important.

Look for names or departments who’ve raised the issues or opportunities the project seeks to address, and who stands to benefit from its outcomes.

These individuals or groups are your primary stakeholders since they have a vested interest in the project’s success.

Moreover, the business case will also help you recognize who provides the financial resources spotlighting significant stakeholders.

Explore Previous Communication

Where available, dig through previous project emails, meeting minutes, and communication logs for this current project or for previous and similar projects.

These documents can shed light on who has been active, vocal, or tasked with responsibilities in the past.

Noticing who communicates often, who makes decisions, and who is tasked with duties can help you identify both internal and external stakeholders.

Step 2: Interview Key Personnel

When you set about interviewing, choose individuals who have a rich knowledge of the organization and the project’s backstory.

Engage With Individuals at Various Organizational Levels

Talk to executives to mid-level management to team members, to get a 360-degree perspective.

Executives might provide insights into strategic stakeholders, while team members can shed light on operational and functional stakeholders who help get the work done.

Understand Power Dynamics

Listen for names or departments that recur in multiple conversations.

Often, these entities hold significant power or interest in the project, marking them as crucial stakeholders to manage and engage with.

Identify Silent Influencers

Pay attention to those whose names might not be on official documents but are mentioned by personnel as go-to people, problem solvers, or influencers.

These silent influencers can be pivotal in getting support or navigating challenges.

Ask About External Entities

Remember to ask about vendors, partners, regulatory bodies, or clients who might be external stakeholders.

Their influence and interest might not always be visible internally but can significantly impact the project’s trajectory.

Investigate Interdependencies

Ask about dependencies between different departments or teams and the project.

Those dependent on the project outcomes or whose work impacts the project are vital stakeholders to identify and manage.

Step 3: Conduct Workshops and Brainstorming Sessions

When you gather team members from various departments to participate in a workshop, you’re not just leveraging their individual knowledge but also tapping into their departmental and network insights.

Here's what needs to happen:

Plan the Workshop

Define clear objectives for the workshop, such as identifying all possible stakeholders related to the project.

Ensure that you invite a diverse group of individuals who have different perspectives and knowledge about the project and its impact.

Organize the logistics carefully, ensuring that the chosen venue and tools facilitate effective collaboration and ideation.

Facilitate Effective Brainstorming

Create an environment that encourages free-flowing ideas, ensuring that every voice is heard.

Use brainstorming tools and techniques.

Your goal is to capture as many stakeholder names or groups as possible from the collective minds in the room.

Step 4: Use Checklists and Templates

Using templates and checklists can streamline the process of stakeholder identification, ensuring no crucial person or group is overlooked.

These tools help project managers to methodically and comprehensively identify stakeholders.

Tailor To Your Needs

While templates and checklists provide a solid starting point, it’s important to adapt them to the unique characteristics and requirements of your project.

Adding, modifying, or eliminating sections that are not relevant to your specific project context ensures that the tool remains agile and fully applicable.

Your checklists might include various departments within the organization, external vendors, regulatory bodies, user groups, and more, prompting you to consider potential stakeholders from each category.

Get Aligned with Your Team

Sharing these tools with your project team and stakeholders fosters transparency and collective understanding.

It helps align everyone with the stakeholder management approach and offers a clear view of how and why particular stakeholders have been identified.

Step 5: Verify and Validate

Based on your carrying out one or more of the steps above you should end up with a list of names.

The next steps involve verifying and validating the information by cross-referencing with existing documentation and through discussions with key personnel.

It's essential to ensure that the stakeholder list is comprehensive and accurate.

How To Analyse Stakeholders in a Project

Now that you know who the the stakeholders are in your project, you need to understand the stakeholders with a view to knowing what power , interest and influence they have in relation to the project.

Based on this you will be able to work out how to engage sufficiently with your stakeholders.

Asking the stakeholders specific questions can offer invaluable insights into how they affect and are affected by the project.

Below is a list of questions tailored to understanding stakeholder influence, expectations, and potential impact on a project:

Understanding Stakeholder Role and Influence

1. What is your role and responsibility in this project?
2. How does the outcome of this project impact you or your department?
3. Do you have decision-making authority over the project?
4. Who else should be involved as a key stakeholder in this project?

Identifying Expectations and Interests

1. What are your primary expectations from this project?
2. Are there any specific outcomes you are hoping to see?
3. What aspects of the project are of most interest or concern to you?

Assessing Risks and Challenges

1. Are there any risks or obstacles you foresee for this project?
2. How can these risks be mitigated from your perspective?
3. Have similar projects faced challenges in the past? What were they?

Communication and Engagement

1. How would you prefer to be kept informed about project progress?
2. How frequently would you like to receive updates?
3. What is the best way to involve you in project-related decisions?

Gathering Insights and Knowledge

1. Based on your experience, what could enhance the success of this project?
2. Are there any previous learnings or data that could inform our current project?

Understanding Dependencies and Contributions

1. Does your work or department depend on the outcomes of this project?
2. How does your work contribute to the execution or success of the project?

Identifying Potential Conflicts

1. Are there any aspects of the project that conflict with your department’s objectives?
2. How can we resolve or navigate through these conflicts effectively?

Gathering Legal and Ethical Concerns

1. Are there any legal, ethical, or compliance aspects we need to be particularly mindful of?
2. How can we ensure the project adheres to regulatory and ethical guidelines?

Facilitating Resource Allocation

1. Are there resources (human, technological, financial) that your department has authority to allocate to assist this project?
2. Are there any constraints or limitations concerning resource allocation from your end?

Exploring Future Implications

1. How will the project impact your operations in the short-term and long-term?
2. Are there any sustainability or future scalability aspects we should consider?

Collaboration

1. What do you think about the project?
2. What can we do to gain more of your support?

The answers to these questions will help you determine what power , interest and influence stakeholders have in relation to the project.

Mapping Your Stakeholders

Having gathered information on who your stakeholders are and asked the questions that help you understand the stakeholders , its time to map the stakeholders on a power and interest grid.

The Power/Interest Grid, provides a valuable framework to visualize stakeholder influence and interest in your project.

By plotting stakeholders according to their power (ability to impact the project) and interest (level of concern regarding project outcomes), you create a visual guide to help prioritize your engagement strategies.

Determining who goes where on a Power/Interest Grid in stakeholder management involves careful analysis of each stakeholder's relative power over and interest in the project as well as an understanding of Power and Interest.

Power: Refers to the ability or capacity of a stakeholder to influence the project’s outcomes, direction, or execution.

This might relate to their authority, resource control, expertise, or influence within or outside the organization.

Interest: Pertains to the level of concern, involvement, or investment a stakeholder has regarding the project’s outcomes, activities, and overall progression.

The data obtained from the questions asked of the stakeholders as described in the last section will help a project manager understand the levels of Power and Interest that stakeholders have in relation to a project and thus where to place the stakeholders on the grid.

Using the Diagram

• High Power, High Interest: Stakeholders here are your primary focus. Maintain close relationships, involve them in decision-making, and ensure consistent communication.
• High Power, Low Interest: Keep these stakeholders satisfied. Communicate necessary information, but not so much that they feel bombarded or overwhelmed.
• Low Power, Low Interest: Monitor these stakeholders, but don’t invest too much time here. Offer periodic updates to keep them in the loop.
• Low Power, High Interest: Keep these stakeholders adequately informed and look to leverage their interest for supportive activities, such as advocating for the project within the community.

Here's a scenario that shows how mapping your stakeholders might work in real life.

Implementing a New Customer Management Software in a Retail Company

Vicky, a Project Manager, is spearheading the implementation of new customer management software.

The stakeholders range from customer service representatives (CSRs) to the company's CEO.

• High Power, High Interest: These stakeholders include the Sales and Customer Service Directors, who have decision-making power and a vested interest due to the direct impact on their teams’ operations. Vicky ensures they have a seat at the table during decision-making meetings and updates them regularly on project milestones.
• High Power, Low Interest: This includes the CFO, who controls the budget but may have a lower interest in the software’s functionalities. Vicky provides the CFO with high-level updates, especially when financial approvals are needed, ensuring alignment without unnecessary detail.
• Low Power, Low Interest: This includes external stakeholders like software vendors might have low organizational power and interest primarily confined to their solution's success. Vicky maintains a relationship through scheduled check-ins and updates on implementation status.
• Low Power, High Interest: These are the customer service representatives CSRs who will use the software daily may lack decision-making power but have high interest due to the impact on their daily activities. Vicky involves them in training sessions, collects feedback for improvements, and keeps them informed about the rollout plan.

Stakeholder Register

Once your stakeholder analysis is complete and you’ve identified the influence, power, interest, and impact of each stakeholder through asking insightful questions and tools like the Power and Interest Grid, it's time to compile your findings into a structured document known as the Stakeholder Register.

This register becomes a major point of reference throughout your project's lifecycle, helping to guide your communication and engagement strategies effectively.

Why a Stakeholder Register?

The stakeholder register is an essential tool because it:

• Provides a centralized repository of stakeholder information.
• Aids in developing a robust communication plan.
• Ensures all stakeholders are considered during decision-making processes.
• Improves the capacity to guide expectations and steer clear of possible issues by understanding the subtle details of stakeholder dynamics.

Key Components of a Stakeholder Register:

Stakeholder Identification:

Name: The full name of the stakeholder.

Position: Job title or role within the organization or project.

Contact Information: Including email, phone number, and address.

Classification and Characteristics:

Type: Internal/external, individual/group, or department.

Category: User, Provider, Governance, Influencer, Supplier, government entity, client, end-user, etc.

Stakeholder Analysis:

Power: Level of authority and influence over the project.

Interest: Degree of concern or gain in the project.

Influence: Ability to affect project outcomes or decisions.

Roles and Responsibilities:

Role: In the project (e.g., Sponsor, Team Member, Subject Matter Expert).

Responsibility: Specific tasks or decision-making capacities.

Stakeholder Expectations and Interests:

Clearly outline what each stakeholder hopes to gain or concerns they may have.

Communication Preferences:

Frequency: How often do they want updates?

Medium: Via email, in-person meetings, reports, etc.

Type: Level of detail required (high-level summaries or detailed reports).

Stakeholder Management Strategy:

Describe the approach to managing and engaging with the stakeholder.

Establishing and Maintaining the Register

Use the insights from your stakeholder analysis to compile the first version of the stakeholder register.

Keep the register updated with any changes in stakeholder details, their level of influence, or shift in interests.

The RACI Matrix and Project Stakeholder Management

RACI, an acronym for Responsible, Accountable, Consulted, and Informed, serves as a vital tool in project management.

It is a matrix, a sort of chart, designed to assign and define the roles and responsibilities throughout the lifecycle of a project, ensuring that every task, milestone, or decision point is owned and understood by the project stakeholders/ team members.

The RACI matrix ensures that each task has a clear owner (Responsible) and a definitive decision-maker (Accountable), while also identifying who should be in the loop at various stages (Consulted and Informed).

Why is RACI important

Providing role clarity to team members is one of the most powerful attributes of the RACI matrix.

When employed accurately, it removes ambiguity regarding who should be executing tasks, making decisions, providing input, and staying abreast of developments within the project.

This clarity not only empowers team members by providing a clear framework of their duties and expectations but also improves their ability to collaborate effectively with others.

The transparent distribution of roles and responsibilities, in the RACI matrix, fosters a healthy working environment where accountability is clear, and collaboration is efficient, thus moving the project towards its successful completion

R" stands for "Responsible

In the RACI matrix, "R" stands for "Responsible."

This refers to the person or persons who actually complete the task.

In other words, these are the individuals who do the work to achieve the task at hand.

They are the ones who get the job done.

Being “Responsible” in the RACI matrix means:

• Performing the Work: The person designated with "R" will execute the specific activities or tasks to complete something.
• Problem-Solving: They are usually the ones who work out the details of how to accomplish the task, resolve issues, and navigate through challenges related to the task.
• Ownership: They own the task or process, meaning they are the go-to people for getting it done, and usually, they’re the ones held accountable if the task isn’t completed satisfactorily.
• Communication: They might need to collaborate or communicate with others but are the primary person doing the work.

In a single task or activity, there should be only one "R" to ensure clarity and avoid confusion about who is completing the work.

However, several people can be responsible for completing their tasks within a larger activity or project.

If more than one person is assigned with "R" on a single task, it may lead to ambiguity and should be clearly defined.

For example, If there’s a task like "Draft the report," the person tagged as "Responsible" will be the one to actually write the draft.

In project management, having a clear “R” for every task ensures that all work has an owner and that nothing falls through the cracks.

"A" stands for "Accountable

In the RACI matrix, "A" stands for "Accountable." The individual (or individuals) designated as "Accountable" is the one ultimately answerable for the completion of the task or activity. This means they are the person who must ensure the work gets done accurately and on time. Here’s a deeper look at what being "Accountable" means:

• Ownership: The Accountable person owns the task or activity, meaning they must see it through to completion and ensure all objectives are met. While they may not do the work themselves, they must ensure it gets done and is done well.
• Decision-Making: The Accountable person has the authority to make decisions about the task or activity. They approve the final work before it’s deemed complete, and they often have the final say in any changes or strategies related to it.
• Problem-Solving: While they may not execute the task, the Accountable individual must navigate through challenges, providing solutions and alternatives to ensure successful completion.
• Responsibility: If things go wrong, the Accountable person must answer for it. They might need to explain why the task didn’t meet its objectives and provide solutions to correct any issues.
• Delegation: The Accountable person can delegate the "Responsible" role to others, ensuring the work gets done while maintaining overall responsibility for its completion.

In practical terms, every task or activity should have one, and only one, person designated as "Accountable" to avoid confusion or diluted responsibility.

For example, If the task is to create a marketing strategy, the person designated as "Accountable" must ensure that the strategy is developed, approved, and ready to be implemented, even if they are not the ones actually developing it.

It's important in project management to have clear accountability.

Moreso, knowing who is Accountable for each task or activity in the RACI matrix ensures that there is a clear point of contact and responsibility, facilitating smoother workflows and aiding in maintaining the project’s quality and timeliness.

"C" stands for "Consulted

"C" in the RACI matrix stands for "Consulted."

This applies to individuals or groups who possess critical knowledge, expertise, or information that is necessary for completing a task or decision-making process within a project.

These stakeholders have a certain level of influence due to their specialized knowledge or interest in the task at hand.

Let’s delve into the role of “Consulted” in more detail:

• Expertise Sharing: Those tagged as “Consulted” are often called upon to share their expertise, insights, or data to enhance the quality and efficacy of the project task or decision.
• Two-way Communication: The “C” implies a two-way communication process. The people in this category provide input and feedback, and they should be kept in the loop on how their input was utilized and what the outcomes were.
• Feedback Provision: They are typically involved in reviewing drafts, providing feedback, and may be involved in approval cycles, although they do not have the final say (which is the role of the “Accountable” individual).
• Risk Mitigation: Engaging with “Consulted” stakeholders appropriately can mitigate risks related to overlooking expert insights that could inform the task or decision-making process, thereby ensuring a more solid outcome.
• Engagement: Keeping the “Consulted” stakeholders engaged and valuing their input can enhance relationships and foster a positive working environment, which might be crucial for future tasks and projects.

For example, If the task involves developing a new software feature, a technical expert or a representative from the user community might be “Consulted” to ensure that the feature is technically viable and meets user needs.

It is vital to manage the “Consulted” stakeholders effectively to ensure their inputs are obtained in a timely manner, so that their feedback can be implemented without a negative impact on the project timelines.

Effective consultation can enhance the quality of the outcome, ensuring that varied perspectives and expert insights are considered in executing tasks or making decisions within the project.

"I" stands for "Informed

"I" in the RACI matrix stands for "Informed."

This refers to individuals or groups who need to be kept in the loop regarding the progress and outcomes of a project task, but they do not have a direct role in the execution of the task or decision-making process.

Essentially, they need to be updated on what's happening, but they neither contribute to the task nor are responsible for its completion.

Below is a deeper dive into the role of "Informed" in the RACI matrix:

• Passive Participants: "Informed" stakeholders are essentially passive participants in a task or project. They receive updates and outcomes but do not actively contribute to the task’s execution.
• Communication Flow: Stakeholders in this category should be provided with relevant information at suitable milestones or upon task completion. Ensuring the right communication level is essential to prevent feelings of exclusion or misalignment among these stakeholders.
• Knowledge Recipients: They should be made aware of decisions, progress, or changes to understand how it might impact their work or areas of interest. This knowledge helps them stay aligned with project developments and prepares them for any ripple effects or required adjustments.
• Impact Absorption: Understanding how the outcomes of tasks or decisions may impact these stakeholders is crucial. Being “Informed” allows them to anticipate and manage any consequences or adjustments that may be necessitated due to project developments.

For example, If a software development team releases a new feature, the customer support team might be "Informed" to ensure they are aware and prepared for potential customer queries related to the update.

Keeping "Informed" stakeholders updated ensures alignment and awareness across different parts of an organization or project.

Moreover, it helps in reducing resistance or confusion in later stages by ensuring that relevant parties are aware of and prepared for project developments, ensuring the overall cohesion and success of the project.

Conclusion

In project management, stakeholders are the 'People Power' that drive, influence, and shape the trajectory of projects.

Managing stakeholders in a project isn't just a box to check; it's a crucial ongoing task that can make or break our work as project managers.

Stakeholders have varied roles and impacts, from the users and providers to the governance bodies and influencers.

Each of these groups brings something valuable to the table and can offer a unique view or resource that might be the key to unlocking project success.

Throughout this guide, we've looked at how to figure out who our stakeholders are, understand what they want and need, and keep them involved and happy from start to finish.

This isn’t a one-size-fits-all strategy and it’s not a one-time activity either.

Managing stakeholders is something that we’ll need to keep doing throughout the project, adjusting our approach as things change and new challenges or opportunities pop up.

Tools like the Stakeholder Register and RACI Matrix aren’t just paperwork. They're practical ways to keep track of who’s who and ensure nothing falls through the cracks.

But remember, while tools and techniques are vital, the human touch is equally crucial.

Keeping open lines of communication, staying honest, and being willing to adapt to feedback and needs will take us a long way.

As we wrap things up, the main takeaway is this: our stakeholders are teammates in the project journey.

Keeping them in the loop, respecting their input, and working together towards common goals is what will drive our projects forward successfully.

Moving ahead, let's remember to view stakeholder management not just as a project task but as a key ingredient for success.

Balancing various needs and expectations may be tricky, but with a clear approach and continuous effort, it’s definitely doable.

Here’s to successful projects, satisfied stakeholders, and the great outcomes that come from managing both effectively!