Project teams include everyone who has a say in what happens during the project life cycle. The project manager needs to be able to coordinate the project’s milestones with everyone on the project team, as well as coordinate who among the stakeholders has the interest and power to complete the various milestones.
create a power/interest grid and develop a stakeholder matrix to analyze the stakeholder relationships and how to improve the collaboration for successful project implementation.
Read the following scenario:
Mark is a project manager at a financial institution where data security is a top priority. Akeasha, the head of IT, has launched a project to replace any illegally installed software on the organization’s workstations with legal versions. Mark’s role is to collaborate with employees and department heads to ensure the project’s success. While most stakeholders are supportive, Angela, the head of investments, and Enrique, the head of customer relations, have been challenging to work with. Angela often claims she does not receive Mark’s emails, while Enrique only responds to Mark in person due to his busy schedule.
Mark’s goal is to improve his collaboration with Angela and Enrique while maintaining strong engagement with other stakeholders to successfully implement the project.
Enrique (Head of Customer Relations): Enrique also has high power, and his limited availability shows low interest in the project's day-to-day details. Mark must find a way to keep him satisfied without frequent meetings.
Low Power, High Interest (Keep Informed):
Employees: They are directly affected by the project and are highly interested in the transition to new software. They have low individual power but can collectively cause problems. Mark must keep them well-informed to maintain their buy-in.
Low Power, Low Interest (Monitor):
Other Department Heads: Assuming they are generally supportive and not directly impacted, their involvement is minimal. Mark needs to monitor their status to ensure they remain supportive.
Stakeholder Matrix
The stakeholder matrix builds on the grid by outlining specific actions and communication strategies for each key stakeholder to improve collaboration.
| Stakeholder | Power/Interest | Strategy for Collaboration | How to Improve Collaboration |
| Akeasha (Head of IT) | High Power, High Interest | Manage Closely. Maintain a proactive and frequent communication channel. | Continue regular updates, involve her in key decisions, and seek her support to resolve conflicts with other stakeholders. |
| Angela (Head of Investments) | High Power, Low Interest | Keep Satisfied. Provide concise, targeted updates without demanding a lot of her time. | Instead of email, use a different communication method, such as a brief, direct message or a short summary sent through her executive assistant. Frame the project benefits in terms of her interests, like security and compliance. |
| Enrique (Head of Customer Relations) | High Power, Low Interest | Keep Satisfied. Respect his busy schedule and communicate in his preferred method. | Since he responds in person, schedule brief, in-person check-ins during his less-busy moments. Prepare a concise one-page summary to hand to him during these meetings. This accommodates his preferred communication style and respects his time. |
Sample Answer
Stakeholder Analysis for Software Replacement Project
To improve collaboration and ensure project success, a stakeholder analysis is essential for Mark. The analysis will identify each stakeholder's interest in the project and their level of power to influence its outcome.
Power/Interest Grid
The Power/Interest Grid is a tool to categorize stakeholders based on their influence and engagement level. It helps a project manager decide how to manage each stakeholder relationship effectively.
High Power, High Interest (Manage Closely):
Akeasha (Head of IT): As the project sponsor, she has high power to approve resources and is highly interested in the project's success, as it originated from her department. Mark must keep her fully informed and engaged.
High Power, Low Interest (Keep Satisfied):
Angela (Head of Investments): Angela holds a powerful position and can significantly impact the project's success through her resistance or cooperation. Her stated lack of interest (not receiving emails) means Mark must find a way to satisfy her with minimal effort on her part.