Project Stakeholders: How to Find the Magic Mix

Are you taking the right factors into account when assembling a group of stakeholders?

"There’s no set formula for choosing the right group of project stakeholders. Because each project is
unique, assembling the most effective mix will mean different things for every effort you lead," says
Joseph Griffin, PMP, associate vice president in the business development office of the chancellor at
Northeastern University, Charlotte, North Carolina, USA. There are, however, several factors you should
always take into consideration.

The first, and most important, factor is diversity. Mr. Griffin, however, cautions project leaders to think
through exactly what that means. “If a project solves a known problem with a known solution, some
research has indicated that a more functionally homogenous group of stakeholders can be a good thing
for routine tasks,” he says. However, if the project is a complex challenge with no clear solution that will
require a lot of collaboration and innovative thinking, the research is clear: Diversity is critical.

Diversity, however, does not only refer to racial or socioeconomic factors—though those are important.
Having stakeholders with varying backgrounds, levels of education, expertise and work experience is
essential to ensure assumptions get challenged and hidden risks get uncovered. “Even if you have a
diverse bunch of engineers, they will still all think like engineers,” Mr. Griffin says.

When creating a list of potential stakeholders, he encourages project leaders to think broadly about the
range of skills and influence the project will need to be successful. For example, if a team is developing a
new piece of software, they may require guidance from a regulatory expert, training for end users and
marketing support to promote adoption, along with technical expertise. “Once you understand the impact
of the project, you can create a cross-sectional team of stakeholders to help you achieve your goals,” Mr.
Griffin says.

If you are feeling stuck, he suggests starting with a core group of willing and obvious stakeholders and
then asking them what other skills or expertise would add value to the team. Don’t automatically dismiss
someone who is new to the company, Mr. Griffin adds. Senior leaders may have more influence, but a
new hire can bring a fresh perspective and a willingness to try new things.

Additional Factors

Beyond diversity, project leaders should also consider the complexity of stakeholder relationships when
tailoring the group. The more networks a stakeholder or stakeholder group participates in, the more
complex the network of information and misinformation the stakeholder is likely to receive.

Finally, when assembling a stakeholder group, project managers should consider what communication
technology is available and whether or not there are support mechanisms in place to ensure the best
value is achieved from that technology.

Putting together a strong group of effective stakeholders is both an art and a science—and getting it right
will have a significant impact on the success or failure of your project.

Developed by PMI for PMIstandards+ with contributions from Joseph Griffin, PMP. ©PROJECT
MANAGEMENT INSTITUTE, INC.