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Class 10: Stakeholder • when starting a project, it’s critical to do a stakeholder analysis and
mapping exercise.

Analysis and Mapping • This will help project and program managers quickly
• identify the key stakeholders in each area,
Tufail Ali Zubedi • types of input they require,
• what kind of communication they might need and when, and more.

Stakeholder Analysis and Mapping

• The stakeholders are all the interested parties in a project
• the people who affect and influence the project, as well as
• those who will be influenced by it.
• In order to make your project stakeholders happy,
• you must first identify your stakeholders,
• then analyze your stakeholders according to their involvement and
other criteria related to your project.
• and map your stakeholders
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stakeholder analysis Beginning Your Stakeholder Analysis

• stakeholder analysis begin with a brainstorming session with your
project group.
• List all the people who may be affected by the project while you are
working on it, and after it’s launched.
• You can then align according to stakeholders’ level of interest and
involvement
• Important Factors to Consider
• Who are the stakeholders who have the most influence on your project?
• Which stakeholders will be most affected by your project?
• How should you handle important people who actually won’t be considered
stakeholders?
• Who controls the resources?
• What are the top motivations of your stakeholders?
• Who has a financial stake/interest.
• Who has an emotional interest
• Who are the biggest supporters.
• Who are the biggest non-supporters or naysayers.

Stakeholder mapping
• is a visual representation of a stakeholder analysis, • Stakeholder Mapping process will help you with the identification of the
following:
• organizing those people according to the key criteria with which you
will be managing them during the project. • > Proponent's goals
• > Stakeholder's interests
• Criteria may be interest level, influence, financial stake, emotional • > Project success point
stake, those on the periphery who are still important enough to keep • > Effective communication plan
in the loop, etc. • > Mechanisms to influence other stakeholders
• > Potential risks
• > Key people to be informed about the project during the execution phase
• This can be done on a grid or in a spreadsheet. • > Negative stakeholders as well as their adverse effects on the project
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Step 1: Identifying
Step 3: Mapping
• Requires preparation of stakeholders depending on your project, its • Mapping stakeholders is a visual exercise and
impacts, and your current project objectives analysis tool
• This list will change as the project and team evolves and as • use it to further determine which stakeholders are
stakeholders themselves make decisions or change their opinions. most essential to engage with.
• Brainstorm a list of stakeholders without filtering & including • Mapping allows you to see where stakeholders stand
everyone who has an interest in your objectives today and who may when evaluated by the same key criteria and
have one tomorrow. compared to each other
•

Step 2: Analyzing Step 3: Mapping

Start Analyzing stakeholder to better understand
• their relevance and point of view, a) Draw the stakeholder map with two axes.
• Their elationship to the project and each other, The x-axis represents the spectrum of dispositions
• prioritize based on their relative importance for this project. toward your change project;
• You can use the following list of criteria to help you analyze each identified from "Against" at one extreme - to "For" at the other.
stakeholder:
a) Stakeholder Type: Sponsor, Project Team, Reference Group or User.
b) Contribution (value): Does the stakeholder have information, counsel, or expertise that could be
helpful to the project?
c) Legitimacy: How legitimate is the stakeholder’s claim for engagement?
The y-axis represents the spectrum of involvement
d) Willingness to engage: How willing is the stakeholder to engage?
from high at the top to none at the bottom.
e) Influence: How much influence does the stakeholder have? (You will need to clarify
“who” they influence, e.g., other stakeholders, teams, departments,
investors, clients, etc.)
f) Involvement: Is this someone who could derail or delegitimize the process if they were not
included in the project?

b) Discusses each stakeholder,
determining their location on the
map by rating their relative
sentiment towards your project
and the degree to which they are
actively involved in it
c) The example illustrates some
typical stakeholder sentiments
towards a school change initiative.
This example shows a broad
landscape of diverging sentiment
and involvement that is more
typical.
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d) The last step in the mapping
exercise is to add a final dimension:
this is the relationships that exist
between stakeholders.
e) Draw lines that connect two
stakeholders in your map where a
relationship currently exists.
The thickness of the line can indicate
your rating of the relative strength of
that relationship - the closer the
relationship, the thicker the line.
• f) In the effort to shift dispositions to a more favorable situation you might want
to exploit the relationship that exists, say, between a strong supporter of your
project and someone else who remains skeptical or even cynical.
• Tips:
• > It is wise to know the sentiment of each of the broad groups of stakeholders
towards your project. - so that you can determine what action you need to take in
order to shift unfavorable sentiments more positively.
• > The size of the circle is an important dimension to the success of your project.
You want the most influential stakeholders on the right of your map and
migrating to the top so if they're not you need to work out a way to get them
there.
• > Note that relationships can be negative as well as positive. The assumption can
be that all relationships are positive ones. If you think it is relevant, you might
want to illustrate a negative relationship with a broken line.
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Step 4: Prioritizing stakeholders and

identifying issues
• It is not practical and usually not necessary to engage with all
stakeholder groups with the same level of intensity all of the time.
• Being strategic and clear about whom you are engaging with and why,
before jumping in, can help save both time and money.

An often used base strategy for stakeholder management based on

the information you collected in the previous steps (influence and
interest) is the following:
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Stakeholder Communications:
Who Needs to Know What and When?
• Once you’ve identified your stakeholders, and their level of influence, • The grid could include rounds of copy and design review as well as daily,
interest and buy-in, you can start to make a stakeholder communications weekly, or monthly updates on progress, budget, and next tasks on the
plan. horizon.

• Begin with a simple grid with the stakeholders you’ve ranked, and jot down
what kinds of communications they would expect and need.
• Some stakeholders (like the executive leads) may need a more formal type
of communication, but less frequently.
• Here is a sample plan:
• Some stakeholders (like the executive leads) may need a more formal type
of communication, but less frequently.
• Perhaps those stakeholders would prefer a monthly PowerPoint
presentation that reports on the status, the features and updates that
have published, the input and feedback that’s been received to date, and
so on.

Benefits of Stakeholder Analysis and Mapping

Stakeholder Communication Plan Template
• When you use the opinions and influence of your most powerful
stakeholders to help shape the project, you and the project will be better
equipped for success.
• Best of all, you won’t waste precious time and resources overly
communicating to those who simply don’t require it.

• In addition, your key stakeholders with the most weight and influence can
help you gain resources, prioritize competing demands for resources or
timelines, and clear potential roadblocks.

• Therefore, these higher priority stakeholders are important to identify and

manage well.
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Salience Model Thank You

This stakeholder mapping model uses three parameters to group stakeholders. The
parameters are power, urgency, and legitimacy. Conduct Stakeholder Analysis and Mapping of
• Power: the stakeholder’s ability to influence the organization or outcome of the project.
your EIA reports.
Prepare
• Urgency: the stakeholder’s expectation for quick responses to their needs or requests.
Dispositions v/s Involvement Diagram
• Legitimacy: the stakeholder’s right to be involved. This is also the relationship of the
stakeholder to the project.
Power v/s Influence Diagram
Stakeholder Communication Plan
• Salience is defined as the degree to which project managers give priority to the
stakeholders. The more attributes (power, urgency, and legitimacy) a stakeholder is Salience Model
perceived to have, the higher their salience (from a manager’s perspective).

Salience (meaning) the quality of being particularly

noticeable or important; prominence.

• This gives us seven possibilities,

namely: