DTU ProjectLab - User contributions [en-gb]

Stakeholder management

2021-02-28T20:15:55Z

S164691: /* The classic stakeholder matrix */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of these different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project.<ref name="FO"> Foresight in Organizations, methods and tools, by Patrick van der Dubin/</ref>
The figure shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. <ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
 

=='''Stakeholder analysis'''==

Stakeholder analysis is a process of systematically gathering and analyzing qualitative information to determine whose interests should be considered when developing and/or implementing a project, program, and portfolio.
Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method.<ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref> The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in the figure to the right. Stakeholder influence diagrams indicate how the stakeholders on a power versus interest grid influence one another. The planning team should start with a power versus interest grid and then for each stakeholder on the grid suggest lines of influence from one stakeholder to another. <ref name="MOV"> Stakeholder identification and analysis techniques, by John M. bryson/</ref>
The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

•''' Monitor''':

for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• '''Manage closely''':

This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• '''Keep Informed''':

They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• '''Keep Satisfied''':

They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:<ref name="Stakeholder web"> stakeholder matrix benefits. https://project-management.com/what-is-stakeholder-analysis//</ref>

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"

This book describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T20:15:01Z

S164691: /* The classic stakeholder matrix */

Stakeholder management

2021-02-28T20:14:05Z

S164691: /* Stakeholder classification and organization */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of these different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project.<ref name="FO"> Foresight in Organizations, methods and tools, by Patrick van der Dubin/</ref>
The figure shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. <ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
 

=='''Stakeholder analysis'''==

Stakeholder analysis is a process of systematically gathering and analyzing qualitative information to determine whose interests should be considered when developing and/or implementing a project, program, and portfolio.
Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method.<ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref> The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in the figure to the right. Stakeholder influence diagrams indicate how the stakeholders on a power versus interest grid influence one another. The planning team should start with a power versus interest grid and then for each stakeholder on the grid suggest lines of influence from one stakeholder to another. <ref name="MOV"> Stakeholder identification and analysis techniques, by John M. bryson/</ref>
The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

•''' Monitor''':

for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• '''Manage closely''':

This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• '''Keep Informed''':

They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• '''Keep Satisfied''':

They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:<ref name="Stakeholder web"> stakeholder matrix benefits. https://project-management.com/what-is-stakeholder-analysis//</ref>

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"

This book describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T20:12:58Z

S164691: /* Stakeholder classification and organization */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of these different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project.
The figure shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. <ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
 

<ref name="FO"> Foresight in Organizations, methods and tools, by Patrick van der Dubin/</ref>
 

=='''Stakeholder analysis'''==

Stakeholder analysis is a process of systematically gathering and analyzing qualitative information to determine whose interests should be considered when developing and/or implementing a project, program, and portfolio.
Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method.<ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref> The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in the figure to the right. Stakeholder influence diagrams indicate how the stakeholders on a power versus interest grid influence one another. The planning team should start with a power versus interest grid and then for each stakeholder on the grid suggest lines of influence from one stakeholder to another. <ref name="MOV"> Stakeholder identification and analysis techniques, by John M. bryson/</ref>
The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

•''' Monitor''':

for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• '''Manage closely''':

This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• '''Keep Informed''':

They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• '''Keep Satisfied''':

They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:<ref name="Stakeholder web"> stakeholder matrix benefits. https://project-management.com/what-is-stakeholder-analysis//</ref>

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"

This book describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T18:27:40Z

S164691: /* The classic stakeholder matrix */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of these different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. The figure shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. <ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
 

=='''Stakeholder analysis'''==

Stakeholder analysis is a process of systematically gathering and analyzing qualitative information to determine whose interests should be considered when developing and/or implementing a project, program, and portfolio.
Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method.<ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref> The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in the figure to the right. Stakeholder influence diagrams indicate how the stakeholders on a power versus interest grid influence one another. The planning team should start with a power versus interest grid and then for each stakeholder on the grid suggest lines of influence from one stakeholder to another. <ref name="MOV"> Stakeholder identification and analysis techniques, by John M. bryson/</ref>
The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

•''' Monitor''':

for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• '''Manage closely''':

This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• '''Keep Informed''':

They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• '''Keep Satisfied''':

They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:<ref name="Stakeholder web"> stakeholder matrix benefits. https://project-management.com/what-is-stakeholder-analysis//</ref>

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"

This book describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T18:15:36Z

S164691: /* Stakeholder analysis */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of these different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. The figure shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. <ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
 

=='''Stakeholder analysis'''==

Stakeholder analysis is a process of systematically gathering and analyzing qualitative information to determine whose interests should be considered when developing and/or implementing a project, program, and portfolio.
Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method.<ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref> The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in the figure to the right. Stakeholder influence diagrams indicate how the stakeholders on a power versus interest grid influence one another. The planning team should start with a power versus interest grid and then for each stakeholder on the grid suggest lines of influence from one stakeholder to another. <ref name="MOV"> Stakeholder identification and analysis techniques, by John M. bryson/</ref>
The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

•''' Monitor''':

for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• '''Manage closely''':

This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• '''Keep Informed''':

They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• '''Keep Satisfied''':

They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"

This book describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T17:44:34Z

S164691: /* Stakeholder classification and organization */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of these different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. The figure shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. <ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method.<ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref> The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in the figure to the right. Stakeholder influence diagrams indicate how the stakeholders on a power versus interest grid influence one another. The planning team should start with a power versus interest grid and then for each stakeholder on the grid suggest lines of influence from one stakeholder to another. <ref name="MOV"> Stakeholder identification and analysis techniques, by John M. bryson/</ref>
The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

•''' Monitor''':

for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• '''Manage closely''':

This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• '''Keep Informed''':

They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• '''Keep Satisfied''':

They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"

This book describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T17:36:01Z

S164691: /* Abstract */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of these different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. The figure shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. <ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method.<ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref> The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in the figure to the right. Stakeholder influence diagrams indicate how the stakeholders on a power versus interest grid influence one another. The planning team should start with a power versus interest grid and then for each stakeholder on the grid suggest lines of influence from one stakeholder to another. <ref name="MOV"> Stakeholder identification and analysis techniques, by John M. bryson/</ref>
The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

•''' Monitor''':

for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• '''Manage closely''':

This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• '''Keep Informed''':

They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• '''Keep Satisfied''':

They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"

This book describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T15:27:37Z

S164691:

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. The figure shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. <ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method.<ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref> The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in the figure to the right. Stakeholder influence diagrams indicate how the stakeholders on a power versus interest grid influence one another. The planning team should start with a power versus interest grid and then for each stakeholder on the grid suggest lines of influence from one stakeholder to another. <ref name="MOV"> Stakeholder identification and analysis techniques, by John M. bryson/</ref>
The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

•''' Monitor''':

for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• '''Manage closely''':

This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• '''Keep Informed''':

They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• '''Keep Satisfied''':

They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"

This book describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T15:25:45Z

S164691: /* The classic stakeholder matrix */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. The figure shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. <ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method.<ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref> The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in the figure to the right. Stakeholder influence diagrams indicate how the stakeholders on a power versus interest grid influence one another. The planning team should start with a power versus interest grid and then for each stakeholder on the grid suggest lines of influence from one stakeholder to another.
The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

•''' Monitor''':

for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• '''Manage closely''':

This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• '''Keep Informed''':

They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• '''Keep Satisfied''':

They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"

This book describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T14:32:49Z

S164691: /* The classic stakeholder matrix */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. The figure shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. <ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method.<ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref> The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

•''' Monitor''':

for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• '''Manage closely''':

This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• '''Keep Informed''':

They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• '''Keep Satisfied''':

They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"

This book describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T14:31:28Z

S164691: /* Stakeholder analysis */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. The figure shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. <ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method.<ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref> The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"

This book describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T14:30:29Z

S164691: /* Stakeholder analysis */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. The figure shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. <ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"

This book describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T14:28:51Z

S164691: /* Stakeholder analysis */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. The figure shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. <ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="FST"> Project Management, A Benefit realisation Approach by Zwikael Ofer and Smyrk, John R, 2019/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. '''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <'''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. '''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide. '''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"/</ref>

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"

This book describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T14:27:35Z

S164691: /* Stakeholder analysis */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. The figure shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. <ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="Fivesteps"> '''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. '''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <'''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. '''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide. '''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"/</ref>

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"

This book describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T14:25:41Z

S164691: /* Annotated Bibliography */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. The figure shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. <ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Project Management, A Benefit realisation Approach''' by Zwikael Ofer and Smyrk, John R, 2019"

This book describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T13:59:58Z

S164691:

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. The figure shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. <ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Stakeholder Management" in Project Management by Zwikael Ofer and Smyrk, John R, 2019"

This chapter describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T13:58:51Z

S164691: /* Stakeholder classification and organization */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. The figure shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Stakeholder Management" in Project Management by Zwikael Ofer and Smyrk, John R, 2019"

This chapter describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

File:SA.png

2021-02-28T13:56:38Z

S164691:

<ref name="Matrix"> https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

Stakeholder management

2021-02-28T13:55:30Z

S164691: /* The classic stakeholder matrix */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Stakeholder Management" in Project Management by Zwikael Ofer and Smyrk, John R, 2019"

This chapter describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T13:53:41Z

S164691: /* Annotated Bibliography */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]] <ref name="Matrix"> https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Stakeholder Management" in Project Management by Zwikael Ofer and Smyrk, John R, 2019"

This chapter describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools, by Patrick van der Dubin'''

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T13:47:45Z

S164691: /* Annotated Bibliography */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]] <ref name="Matrix"> https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''

Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Stakeholder Management" in Project Management by Zwikael Ofer and Smyrk, John R, 2019"

This chapter describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools''' by Patrick van der Dubin

This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T13:47:23Z

S164691: /* Annotated Bibliography */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]] <ref name="Matrix"> https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''
Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

'''Stakeholder Management" in Project Management by Zwikael Ofer and Smyrk, John R, 2019"
This chapter describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools''' by Patrick van der Dubin
This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T13:46:58Z

S164691: /* Annotated Bibliography */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]] <ref name="Matrix"> https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''
Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

Book chapter '''Stakeholder Management" in project Management by Zwikael Ofer and Smyrk, John R, 2019"
This chapter describes how to analyze and describe stakeholders' influence on the project with useful management tools.

'''Foresight in Organizations, methods and tools''' by Patrick van der Dubin
This book is essential reading for researchers, academics and students in the areas of community development, sociology of organizations, change management, social entrepreneurship, sustainable development and participative planning.

=='''References'''==
<references />

Stakeholder management

2021-02-28T13:28:37Z

S164691: /* Abstract */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2013, 2.udgave/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]] <ref name="Matrix"> https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''
Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

text 

=='''References'''==
<references />

Stakeholder management

2021-02-28T13:26:51Z

S164691: /* What is a stakeholder */

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2012:E 4.3.10/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]] <ref name="Matrix"> https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''
Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

text 

=='''References'''==
<references />

Stakeholder management

2021-02-28T13:26:39Z

S164691:

== '''Abstract''' ==
A stakeholder is defined as a person, group, or organization that has an interest in, or can affect be affected by, or perceive itself to be affected by any aspect of the project.<ref name="PiPoP"> Guidance on project management ISO 21500 2012:E 4.3.10/</ref> The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limitations that can occur by using these models. 

== '''What is a stakeholder''' ==

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. The project stakeholders, including the project organization, should be described in sufficient detail for the project to be successful. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]] <ref name="Matrix"> https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''
Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

text 

=='''References'''==
<references />

Stakeholder management

2021-02-27T23:01:08Z

S164691: /* Conclusion */

== '''Abstract''' ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]] <ref name="Matrix"> https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==

I can conclude that good stakeholder management is the foundation for creating a successful project. Stakeholder management enables one to identify individuals and groups who interact with the project and the organization. By understanding one's stakeholder, one becomes able to create a greater value for the development of the project, and thus lead it to success. However, not all stakeholders are the same, and therefore simple and effective models may not always provide the exact recipe for solving the challenges. Stakeholder management is a difficult discipline to master, but with the right resources, many challenges can be solved effectively and correctly.

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''
Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

text 

=='''References'''==
<references />

Stakeholder management

2021-02-27T22:49:08Z

S164691: /* Annotated Bibliography */

== '''Abstract''' ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]] <ref name="Matrix"> https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==
text 

== '''Annotated Bibliography''' ==

'''Guidance on Project Management, ISO 21500:2013. '''
Guidance on Project Management, ISO 21500:2013 provides guidance on project management that is important for all sorts of projects. In terms of stakeholder management, this source provides significant input related to stakeholder identification with useful figures and graphical designs.

text 

=='''References'''==
<references />

Stakeholder management

2021-02-27T22:24:13Z

S164691: /* Abstract */

== '''Abstract''' ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> Guidance on project management ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]] <ref name="Matrix"> https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==
text 

== '''Annotated Bibliography''' ==

text 

=='''References'''==
<references />

Stakeholder management

2021-02-27T22:20:11Z

S164691: /* References */

== '''Abstract''' ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]] <ref name="Matrix"> https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==
text 

== '''Annotated Bibliography''' ==

text 

=='''References'''==
<references />

Stakeholder management

2021-02-27T22:09:32Z

S164691: /* Stakeholder analysis */

== '''Abstract''' ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder.

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]] <ref name="Matrix"> https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==
text 

== '''Annotated Bibliography''' ==

text 

==References==
<references />

Stakeholder management

2021-02-27T22:05:32Z

S164691: /* Stakeholder analysis */

== '''Abstract''' ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below.

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide. <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]] <ref name="Matrix"> https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==
text 

== '''Annotated Bibliography''' ==

text 

==References==
<references />

Stakeholder management

2021-02-27T22:03:20Z

S164691:

== '''Abstract''' ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included.

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers.

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here.

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below.

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]] <ref name="Matrix"> https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==
text 

== '''Annotated Bibliography''' ==

text 

==References==
<references />

Stakeholder management

2021-02-27T22:00:37Z

S164691: /* Annotated Bibliography */

== '''Abstract''' ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included.

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers.

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here.

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below.

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==
text 

== '''Annotated Bibliography''' ==

text 

==References==
<references />

Stakeholder management

2021-02-27T00:04:00Z

S164691: /* Challenges and limitations */

== '''Abstract''' ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included.

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers.

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here.

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below.

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

== '''Conclusion''' ==
text 

== '''Annotated Bibliography''' ==
text 

==References==
<references />

Stakeholder management

2021-02-27T00:03:38Z

S164691: /* Challenges and limitations */

== '''Abstract''' ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included.

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers.

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here.

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below.

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

• '''Matching the right type of stakeholder to the right time'''

A significant factor in a project is time and timing, which is crucial for how the various stakeholders can contribute most effectively. In the above sections, a summary was made of how to apply strategic models within stakeholder management, identifying and classifying different stakeholders concerning their power, influence, and positioning in the organizational structure. These models have limited value as the project becomes more complex and long-lasting, as it requires a more structured and detailed model that includes different phases that reflect the project's progress. Besides, the experience can be mentioned as an essential tool for assessing which stakeholders should be prominent. This challenge is not clearly reflected in the tools in the article, and this needs to be taken into consideration.

text 

== '''Conclusion''' ==
text 

== '''Annotated Bibliography''' ==
text 

==References==
<references />

The Blake-Mouton Managerial Grid

2021-02-26T22:36:21Z

S164691: /* References */

== Abstract ==
Leading various projects requires a good leader with a wide range of properties, within knowledge about project management as well as knowledge for dealing with different types of people.
A good project manager is aware of what it takes to reach the milestones of a project and has the ability to get an overview of the resources, time and economy. It also requires a leader who can communicate with the employees and has a knowledge and understanding for them.
Therefore, is the type of leadership an important topic, and the identification of the style can contribute to better project management and to better project results. As a project leader it is an advantage to address your own strengths and weaknesses, so you can become a better leader, but also know your own qualities. It provides an opportunity to be able to develop your abilities and optimize the competencies.
In this context will the article be representing the management tool called “Blake-Mouton Managerial Grid”, which is a model developed by Robert R. Blake and Jane Mouton. The tool gives an impression and opportunity for managers to analyze their own leadership styles. The main points of the tool will be covered and a description on how to apply the “Blake-Mouton Managerial Grid” will be included. Moreover, will the Advantages and disadvantages of the tool be discussed.

== Introduction ==

The Blake-Mouton grid is developed in the 1960's (1964) <ref name="TMG">[''Blake, R, and Mouton, J. (1985). The Managerial Grid III: The Key to Leadership Excellence. Houston: Gulf Publishing Company/
'' </ref> by two management theoreticians, Robert R. Blake, and Jane S. Mouton.The Blake Mouton grid is a matrix which characterizes five different leadership styles based on a two-behavioral dimensional graph. The Y-axis represents the leader behavior, “Concern for people” and the X-axis. represents the “Concern for results”. <ref>[''https://harappa.education/harappa-diaries/managerial-grid-theory-of-leadership'' </ref>
In the context of human concern, there are various leadership qualities that primarily are described as the manager´s interest in the employees´ motivation, well-being and needs, which can provide the work effort / performance. While the other interest for the manager is to complete the project with a focus on the production itself, the results, and the economy.[[File:hhlhvn.png |thumb|right|500x500px| The Basic Blake Mouton Managerid model <ref>[''https://onlinelibrary-wiley-com.proxy.findit.dtu.dk/doi/full/10.1111/ncmr.12151'' </ref> .]]
The two dimensions of leader behavior leads into 5 different management styles.

- Impoverished Management

- Authority Obedience

- Organization Man Management

- Country Club Management

- Team Management

=== Impoverished Management ===

The improved type of leadership style is an expression of a passive leader. It can be considered as a bad leader but not necessarily, as it is often the organization that has created this leadership type. This may occur when the top of the management already has decided the strategy, and it leaves the leader in a position where the focus is on maintaining and delegating the work tasks.
On the other hand, can the improved style appear when the freedom to unfold and applying different management qualities is limited. In general, can it be considered that the project manager is not interested in getting the job done, and either getting created a motivated team. This leadership style is available when you have a highly motivated team working for you, but even then, you should rarely use this style.

=== Authority Obedience ===

Authority Obedience also called Produce or Perish Management, is a leadership style, characterized by a strong focus on goals and results. However, the interest in the employee's well-being and motivation is not so big. This management style is a classic one, where the leader uses its power to make the decisions alone, without including the other employees. This can be an advantage under time pressure or if the employees are undisciplined.
It won't be easy to keep the high achievement in the long term because of the lack of cooperation between leader and employers. The employee's or organizations' needs are ignored, and the main focus is only on the delivery. When to use this style? The leadership style should be used in urgent situations.

=== Organization Man Management ===

Organization Man Management is also called Middle-of-the-Road Management.This type of leader tries to maintain the needs of the employers, and at the same time, the leader is trying to reach the goals of the company. This form of management may look good and balanced, but that is not the whole truth. The never-ending compromise will lead to failure because of the employers' lack of discipline, and the needs of the teams will not be met. The method will lead to an average performance as there is no high performance and the employer's needs are not met fully.

=== Country Club Management ===

The Country club leader style is characterized by a leader who focuses on the social between the employees. The well-being and motivation of the employees. This type of leadership believes in the community, and it contributes to better results. Therefore, is an increased commitment and community an advantage for the organization and the team. The employers will probably be happy to work with this type of leader, but there is a risk of they will lose respect for the leader if there occurs a failure of the work delivery. The chance of not achieving good results is big because of the lack of focus on production and results.

=== Team Management ===

This type of leader takes responsibility for the organization's goals and the development, motivation, and well-being of the employees.
This method of management has benefits for both leaders and employees. From the employees' point of view, they are allowed to develop and learn from the mistakes they make. The project manager will be busy, but over time it will create some freedom for the manager, as the employees will be self-driving.
The most effective leaders are those who are placed in this field and have a score around 9,9.
The team environment will be based on respect and trust, which leads to better collaborative relationships and motivation.The outcome includes a high production and better results.
Overall, "Team style management" is desired among small and more significant companies.

== How to use the tool ==

The grid is a two-dimensional Managerial Grid that characters a leader based on a manager's concern for people and the production. The Y-axis in the coordinate system is standing for the focus of the employees/ concern for people and the x-axis is standing for the production/results. And each axis consists of a nine-point scale, where the lowest number means a low concern and the high number indicates a high concern. [[File:Grid people vs production.PNG |thumb|right|500x500px| The Blake Mouton Managerial Grid with points.<ref>[''https://www.toolshero.nl/leiderschap/blake-mouton-managerial-grid/ '' </ref>]]

The first step is to complete a leadership self-assessment questionnaire based on statements about leadership behavior. The topic of the leadership questions involves the concern of people and production. After completing the questionnaire, then must the transformation of the answers be included in the scoring section. Here you will find out how many points you have within the two topics.
The last step is to plot the final scores on the graph by drawing a vertical line from the score of the x-axis(Production/ Results) and a horizontal line from the score of the y-axis ( People). The two lines will meet, and then you have the point of intersection. The area where the point is located shows which leadership dimension you operate out of. There are pros and cons of using the Blake-Mouton Grid method to define and analyze a leader. The Blake-Mouton grid provides a simple way to understand "Your" leadership style. And that makes it easier to takes steps to address your weaknesses, so you can develop and become a better leader.

== Limitations ==

On the other hand, is Blake-Mouton's grid overly simplistic, and the tool has a big focus on the leader and does not pay attention to other factors there may be. Therefore, is this type of leader analyzes limited, but it can provide a direction and create an overall picture of the leadership style.<ref>[''https://www.managementstudyguide.com/blake-mouton-managerial-grid.htm '' </ref>
The best form of leadership is accepted as the position of team management. This may not be practical or indeed advisable. In many industries, concern for the task may be more important than concern for people and vice versa, and it will always depend on which industry you are into.
The Managerial Grid is fundamental knowledge that will provide the basic understanding of management, even if the interest in using it is not present.

== References ==
<references />

The Blake-Mouton Managerial Grid

2021-02-26T22:34:40Z

S164691: /* Introduction */

The Blake-Mouton Managerial Grid

2021-02-26T22:33:35Z

S164691: /* References */

== Abstract ==
Leading various projects requires a good leader with a wide range of properties, within knowledge about project management as well as knowledge for dealing with different types of people.
A good project manager is aware of what it takes to reach the milestones of a project and has the ability to get an overview of the resources, time and economy. It also requires a leader who can communicate with the employees and has a knowledge and understanding for them.
Therefore, is the type of leadership an important topic, and the identification of the style can contribute to better project management and to better project results. As a project leader it is an advantage to address your own strengths and weaknesses, so you can become a better leader, but also know your own qualities. It provides an opportunity to be able to develop your abilities and optimize the competencies.
In this context will the article be representing the management tool called “Blake-Mouton Managerial Grid”, which is a model developed by Robert R. Blake and Jane Mouton. The tool gives an impression and opportunity for managers to analyze their own leadership styles. The main points of the tool will be covered and a description on how to apply the “Blake-Mouton Managerial Grid” will be included. Moreover, will the Advantages and disadvantages of the tool be discussed.

== Introduction ==

The Blake-Mouton grid is developed in the 1960's (1964) <ref name="TMG">[''Blake, R, and Mouton, J. (1985). The Managerial Grid III: The Key to Leadership Excellence. Houston: Gulf Publishing Company/</ref>
'' </ref> by two management theoreticians, Robert R. Blake, and Jane S. Mouton.The Blake Mouton grid is a matrix which characterizes five different leadership styles based on a two-behavioral dimensional graph. The Y-axis represents the leader behavior, “Concern for people” and the X-axis. represents the “Concern for results”. <ref>[''https://harappa.education/harappa-diaries/managerial-grid-theory-of-leadership'' </ref>
In the context of human concern, there are various leadership qualities that primarily are described as the manager´s interest in the employees´ motivation, well-being and needs, which can provide the work effort / performance. While the other interest for the manager is to complete the project with a focus on the production itself, the results, and the economy.[[File:hhlhvn.png |thumb|right|500x500px| The Basic Blake Mouton Managerid model <ref>[''https://onlinelibrary-wiley-com.proxy.findit.dtu.dk/doi/full/10.1111/ncmr.12151'' </ref> .]]
The two dimensions of leader behavior leads into 5 different management styles.

- Impoverished Management

- Authority Obedience

- Organization Man Management

- Country Club Management

- Team Management

=== Impoverished Management ===

The improved type of leadership style is an expression of a passive leader. It can be considered as a bad leader but not necessarily, as it is often the organization that has created this leadership type. This may occur when the top of the management already has decided the strategy, and it leaves the leader in a position where the focus is on maintaining and delegating the work tasks.
On the other hand, can the improved style appear when the freedom to unfold and applying different management qualities is limited. In general, can it be considered that the project manager is not interested in getting the job done, and either getting created a motivated team. This leadership style is available when you have a highly motivated team working for you, but even then, you should rarely use this style.

=== Authority Obedience ===

Authority Obedience also called Produce or Perish Management, is a leadership style, characterized by a strong focus on goals and results. However, the interest in the employee's well-being and motivation is not so big. This management style is a classic one, where the leader uses its power to make the decisions alone, without including the other employees. This can be an advantage under time pressure or if the employees are undisciplined.
It won't be easy to keep the high achievement in the long term because of the lack of cooperation between leader and employers. The employee's or organizations' needs are ignored, and the main focus is only on the delivery. When to use this style? The leadership style should be used in urgent situations.

=== Organization Man Management ===

Organization Man Management is also called Middle-of-the-Road Management.This type of leader tries to maintain the needs of the employers, and at the same time, the leader is trying to reach the goals of the company. This form of management may look good and balanced, but that is not the whole truth. The never-ending compromise will lead to failure because of the employers' lack of discipline, and the needs of the teams will not be met. The method will lead to an average performance as there is no high performance and the employer's needs are not met fully.

=== Country Club Management ===

The Country club leader style is characterized by a leader who focuses on the social between the employees. The well-being and motivation of the employees. This type of leadership believes in the community, and it contributes to better results. Therefore, is an increased commitment and community an advantage for the organization and the team. The employers will probably be happy to work with this type of leader, but there is a risk of they will lose respect for the leader if there occurs a failure of the work delivery. The chance of not achieving good results is big because of the lack of focus on production and results.

=== Team Management ===

This type of leader takes responsibility for the organization's goals and the development, motivation, and well-being of the employees.
This method of management has benefits for both leaders and employees. From the employees' point of view, they are allowed to develop and learn from the mistakes they make. The project manager will be busy, but over time it will create some freedom for the manager, as the employees will be self-driving.
The most effective leaders are those who are placed in this field and have a score around 9,9.
The team environment will be based on respect and trust, which leads to better collaborative relationships and motivation.The outcome includes a high production and better results.
Overall, "Team style management" is desired among small and more significant companies.

== How to use the tool ==

The grid is a two-dimensional Managerial Grid that characters a leader based on a manager's concern for people and the production. The Y-axis in the coordinate system is standing for the focus of the employees/ concern for people and the x-axis is standing for the production/results. And each axis consists of a nine-point scale, where the lowest number means a low concern and the high number indicates a high concern. [[File:Grid people vs production.PNG |thumb|right|500x500px| The Blake Mouton Managerial Grid with points.<ref>[''https://www.toolshero.nl/leiderschap/blake-mouton-managerial-grid/ '' </ref>]]

The first step is to complete a leadership self-assessment questionnaire based on statements about leadership behavior. The topic of the leadership questions involves the concern of people and production. After completing the questionnaire, then must the transformation of the answers be included in the scoring section. Here you will find out how many points you have within the two topics.
The last step is to plot the final scores on the graph by drawing a vertical line from the score of the x-axis(Production/ Results) and a horizontal line from the score of the y-axis ( People). The two lines will meet, and then you have the point of intersection. The area where the point is located shows which leadership dimension you operate out of. There are pros and cons of using the Blake-Mouton Grid method to define and analyze a leader. The Blake-Mouton grid provides a simple way to understand "Your" leadership style. And that makes it easier to takes steps to address your weaknesses, so you can develop and become a better leader.

== Limitations ==

On the other hand, is Blake-Mouton's grid overly simplistic, and the tool has a big focus on the leader and does not pay attention to other factors there may be. Therefore, is this type of leader analyzes limited, but it can provide a direction and create an overall picture of the leadership style.<ref>[''https://www.managementstudyguide.com/blake-mouton-managerial-grid.htm '' </ref>
The best form of leadership is accepted as the position of team management. This may not be practical or indeed advisable. In many industries, concern for the task may be more important than concern for people and vice versa, and it will always depend on which industry you are into.
The Managerial Grid is fundamental knowledge that will provide the basic understanding of management, even if the interest in using it is not present.

== References ==
<references />

[1] Blake, R, and Mouton, J. (1985). The Managerial Grid III: The Key to Leadership Excellence. Houston: Gulf Publishing Company.

[2] https://harappa.education/harappa-diaries/managerial-grid-theory-of-leadership

[3] https://www-tandfonline-com.proxy.findit.dtu.dk/doi/full/10.1080/12294659.2018.1471029

[4] https://www.toolshero.nl/leiderschap/blake-mouton-managerial-grid/ (Grøn)

Mulder, P. (2012). Managerial Grid by Blake and Mouton. Retrieved [18-02-2021] from ToolsHero: https://www.toolshero.com/leadership/managerial-grid-blake-mouton/

[5] https://www.managementstudyguide.com/blake-mouton-managerial-grid.htm (Pros and cons)

- The Managerial Grid: Key Orientations for Achieving Production Through People by Robert Rogers Blake, Jane Srygley Mouton

The Blake-Mouton Managerial Grid

2021-02-26T22:32:28Z

S164691: /* Introduction */

== Abstract ==
Leading various projects requires a good leader with a wide range of properties, within knowledge about project management as well as knowledge for dealing with different types of people.
A good project manager is aware of what it takes to reach the milestones of a project and has the ability to get an overview of the resources, time and economy. It also requires a leader who can communicate with the employees and has a knowledge and understanding for them.
Therefore, is the type of leadership an important topic, and the identification of the style can contribute to better project management and to better project results. As a project leader it is an advantage to address your own strengths and weaknesses, so you can become a better leader, but also know your own qualities. It provides an opportunity to be able to develop your abilities and optimize the competencies.
In this context will the article be representing the management tool called “Blake-Mouton Managerial Grid”, which is a model developed by Robert R. Blake and Jane Mouton. The tool gives an impression and opportunity for managers to analyze their own leadership styles. The main points of the tool will be covered and a description on how to apply the “Blake-Mouton Managerial Grid” will be included. Moreover, will the Advantages and disadvantages of the tool be discussed.

== Introduction ==

The Blake-Mouton grid is developed in the 1960's (1964) <ref name="TMG">[''Blake, R, and Mouton, J. (1985). The Managerial Grid III: The Key to Leadership Excellence. Houston: Gulf Publishing Company/</ref>
'' </ref> by two management theoreticians, Robert R. Blake, and Jane S. Mouton.The Blake Mouton grid is a matrix which characterizes five different leadership styles based on a two-behavioral dimensional graph. The Y-axis represents the leader behavior, “Concern for people” and the X-axis. represents the “Concern for results”. <ref>[''https://harappa.education/harappa-diaries/managerial-grid-theory-of-leadership'' </ref>
In the context of human concern, there are various leadership qualities that primarily are described as the manager´s interest in the employees´ motivation, well-being and needs, which can provide the work effort / performance. While the other interest for the manager is to complete the project with a focus on the production itself, the results, and the economy.[[File:hhlhvn.png |thumb|right|500x500px| The Basic Blake Mouton Managerid model <ref>[''https://onlinelibrary-wiley-com.proxy.findit.dtu.dk/doi/full/10.1111/ncmr.12151'' </ref> .]]
The two dimensions of leader behavior leads into 5 different management styles.

- Impoverished Management

- Authority Obedience

- Organization Man Management

- Country Club Management

- Team Management

=== Impoverished Management ===

The improved type of leadership style is an expression of a passive leader. It can be considered as a bad leader but not necessarily, as it is often the organization that has created this leadership type. This may occur when the top of the management already has decided the strategy, and it leaves the leader in a position where the focus is on maintaining and delegating the work tasks.
On the other hand, can the improved style appear when the freedom to unfold and applying different management qualities is limited. In general, can it be considered that the project manager is not interested in getting the job done, and either getting created a motivated team. This leadership style is available when you have a highly motivated team working for you, but even then, you should rarely use this style.

=== Authority Obedience ===

Authority Obedience also called Produce or Perish Management, is a leadership style, characterized by a strong focus on goals and results. However, the interest in the employee's well-being and motivation is not so big. This management style is a classic one, where the leader uses its power to make the decisions alone, without including the other employees. This can be an advantage under time pressure or if the employees are undisciplined.
It won't be easy to keep the high achievement in the long term because of the lack of cooperation between leader and employers. The employee's or organizations' needs are ignored, and the main focus is only on the delivery. When to use this style? The leadership style should be used in urgent situations.

=== Organization Man Management ===

Organization Man Management is also called Middle-of-the-Road Management.This type of leader tries to maintain the needs of the employers, and at the same time, the leader is trying to reach the goals of the company. This form of management may look good and balanced, but that is not the whole truth. The never-ending compromise will lead to failure because of the employers' lack of discipline, and the needs of the teams will not be met. The method will lead to an average performance as there is no high performance and the employer's needs are not met fully.

=== Country Club Management ===

The Country club leader style is characterized by a leader who focuses on the social between the employees. The well-being and motivation of the employees. This type of leadership believes in the community, and it contributes to better results. Therefore, is an increased commitment and community an advantage for the organization and the team. The employers will probably be happy to work with this type of leader, but there is a risk of they will lose respect for the leader if there occurs a failure of the work delivery. The chance of not achieving good results is big because of the lack of focus on production and results.

=== Team Management ===

This type of leader takes responsibility for the organization's goals and the development, motivation, and well-being of the employees.
This method of management has benefits for both leaders and employees. From the employees' point of view, they are allowed to develop and learn from the mistakes they make. The project manager will be busy, but over time it will create some freedom for the manager, as the employees will be self-driving.
The most effective leaders are those who are placed in this field and have a score around 9,9.
The team environment will be based on respect and trust, which leads to better collaborative relationships and motivation.The outcome includes a high production and better results.
Overall, "Team style management" is desired among small and more significant companies.

== How to use the tool ==

The grid is a two-dimensional Managerial Grid that characters a leader based on a manager's concern for people and the production. The Y-axis in the coordinate system is standing for the focus of the employees/ concern for people and the x-axis is standing for the production/results. And each axis consists of a nine-point scale, where the lowest number means a low concern and the high number indicates a high concern. [[File:Grid people vs production.PNG |thumb|right|500x500px| The Blake Mouton Managerial Grid with points.<ref>[''https://www.toolshero.nl/leiderschap/blake-mouton-managerial-grid/ '' </ref>]]

The first step is to complete a leadership self-assessment questionnaire based on statements about leadership behavior. The topic of the leadership questions involves the concern of people and production. After completing the questionnaire, then must the transformation of the answers be included in the scoring section. Here you will find out how many points you have within the two topics.
The last step is to plot the final scores on the graph by drawing a vertical line from the score of the x-axis(Production/ Results) and a horizontal line from the score of the y-axis ( People). The two lines will meet, and then you have the point of intersection. The area where the point is located shows which leadership dimension you operate out of. There are pros and cons of using the Blake-Mouton Grid method to define and analyze a leader. The Blake-Mouton grid provides a simple way to understand "Your" leadership style. And that makes it easier to takes steps to address your weaknesses, so you can develop and become a better leader.

== Limitations ==

On the other hand, is Blake-Mouton's grid overly simplistic, and the tool has a big focus on the leader and does not pay attention to other factors there may be. Therefore, is this type of leader analyzes limited, but it can provide a direction and create an overall picture of the leadership style.<ref>[''https://www.managementstudyguide.com/blake-mouton-managerial-grid.htm '' </ref>
The best form of leadership is accepted as the position of team management. This may not be practical or indeed advisable. In many industries, concern for the task may be more important than concern for people and vice versa, and it will always depend on which industry you are into.
The Managerial Grid is fundamental knowledge that will provide the basic understanding of management, even if the interest in using it is not present.

== References ==

[1] Blake, R, and Mouton, J. (1985). The Managerial Grid III: The Key to Leadership Excellence. Houston: Gulf Publishing Company.

[2] https://harappa.education/harappa-diaries/managerial-grid-theory-of-leadership

[3] https://www-tandfonline-com.proxy.findit.dtu.dk/doi/full/10.1080/12294659.2018.1471029

[4] https://www.toolshero.nl/leiderschap/blake-mouton-managerial-grid/ (Grøn)

Mulder, P. (2012). Managerial Grid by Blake and Mouton. Retrieved [18-02-2021] from ToolsHero: https://www.toolshero.com/leadership/managerial-grid-blake-mouton/

[5] https://www.managementstudyguide.com/blake-mouton-managerial-grid.htm (Pros and cons)

- The Managerial Grid: Key Orientations for Achieving Production Through People by Robert Rogers Blake, Jane Srygley Mouton

Stakeholder management

2021-02-26T21:58:08Z

S164691: /* Challenges and limitations */

== '''Abstract''' ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included.

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers.

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here.

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below.

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==

Stakeholder management is an essential part of an overall project, and this means that several different groups must collaborate across interests and attitudes. This section concentrates on 2 points, which can be a challenge or a limitation for stakeholder management.

• '''Wrong communication methods'''

All stakeholders have different requirements for the general level of communication, and therefore sufficient resources must be set aside to tailor the means of communication to suit the individual stakeholder. Stakeholders consist of both groups and individuals, with different approaches to communication methods, and this aspect of stakeholder management must therefore be custom. "One size fits all" is not a term that works optimally, and one must therefore be careful to use the standard procedure as a communication technique. It could e.g., by holding monthly meetings and forwarding regular emails. It can lead to challenges with one-way communication and result in the stakeholder finding it more challenging to maintain sensible communication, leading to dissatisfaction and, in the worst case, a bad project. This is considered a challenge to the article's tools and the overall topic regarding stakeholder management.

text 

== '''Conclusion''' ==
text 

== '''Annotated Bibliography''' ==
text 

==References==
<references />

Stakeholder management

2021-02-26T10:54:48Z

S164691:

== '''Abstract''' ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== '''Stakeholder classification and organization''' ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included.

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers.

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here.

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below.

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== '''The classic stakeholder matrix''' ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== '''Challenges and limitations''' ==
text 

== '''Conclusion''' ==
text 

== '''Annotated Bibliography''' ==
text 

==References==
<references />

Stakeholder management

2021-02-26T10:53:22Z

S164691: /* Stakeholder analysis */

== Abstract ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== Stakeholder classification and organization ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

'''1. Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included.

'''2. Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers.

'''3. Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here.

'''4. Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below.

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder

'''5. Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== The classic stakeholder matrix ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== Challenges and limitations ==
text 

== Conclusion ==
text 

==References==
<references />

Stakeholder management

2021-02-26T10:52:38Z

S164691: /* Stakeholder analysis */

== Abstract ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== Stakeholder classification and organization ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

=='''Stakeholder analysis'''==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

1. '''Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included.

2. '''Classification of spontaneous stakeholding'''

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers.

3. '''Identification of any consequences'''

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here.

4. '''Assessment of stakeholder importance'''

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below.

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder

5. '''Setting objectives for engagement'''

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== The classic stakeholder matrix ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== Challenges and limitations ==
text 

== Conclusion ==
text 

==References==
<references />

Stakeholder management

2021-02-26T10:51:45Z

S164691: /* Stakeholder analysis */

== Abstract ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== Stakeholder classification and organization ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

==Stakeholder analysis==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

1. '''Definition of the entity’s stakeholding'''

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included.

2. Classification of spontaneous stakeholding.

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers.

3. Identification of any consequences

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here.

4. Assessment of stakeholder importance

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below.

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder

5. Setting objectives for engagement

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== The classic stakeholder matrix ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== Challenges and limitations ==
text 

== Conclusion ==
text 

==References==
<references />

Stakeholder management

2021-02-26T10:50:50Z

S164691: /* Discussion */

== Abstract ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== Stakeholder classification and organization ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

==Stakeholder analysis==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

1. Definition of the entity’s stakeholding.

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included.

2. Classification of spontaneous stakeholding.

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers.

3. Identification of any consequences

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here.

4. Assessment of stakeholder importance

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below.

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder

5. Setting objectives for engagement

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== The classic stakeholder matrix ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== Challenges and limitations ==
text 

== Conclusion ==
text 

==References==
<references />

Stakeholder management

2021-02-26T10:48:55Z

S164691: /* The classic stakeholder matrix */

== Abstract ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== Stakeholder classification and organization ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

==Stakeholder analysis==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

1. Definition of the entity’s stakeholding.

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included.

2. Classification of spontaneous stakeholding.

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers.

3. Identification of any consequences

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here.

4. Assessment of stakeholder importance

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below.

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder

5. Setting objectives for engagement

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== The classic stakeholder matrix ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== Discussion ==
text 

== Conclusion ==
text 

==References==
<references />

Stakeholder management

2021-02-26T10:48:40Z

S164691: /* The classic stakeholder matrix */

== Abstract ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== Stakeholder classification and organization ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

==Stakeholder analysis==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

1. Definition of the entity’s stakeholding.

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included.

2. Classification of spontaneous stakeholding.

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers.

3. Identification of any consequences

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here.

4. Assessment of stakeholder importance

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below.

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder

5. Setting objectives for engagement

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== The classic stakeholder matrix ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== Discussion ==
text 

== Conclusion ==
text 

==References==
<references />

Stakeholder management

2021-02-26T10:45:51Z

S164691: /* Stakeholder analysis */

== Abstract ==
The prerequisite for creating a successful project, program, or portfolio is to identify the views of different actors. A key element is, therefore, to ensure good stakeholder management. For all projects, programs, or portfolios, it is crucial that the stakeholder's needs within communication, commitment, and systematic management are handled correctly. The purpose of manage stakeholders is to give appropriate understanding and attention to stakeholders' needs and expectations. This process includes activities such as identifying stakeholder concerns and resolving issues.<ref name="PiPoP"> ISO 21500 2012:E 4.3.10/</ref>
Strong stakeholder management enables better cooperation with other actors and thus ensures that the interests of all parties are satisfied. To ensure strong stakeholder management, there are several models and tools that can be used in all types of projects. This article explains how stakeholder management is used in practice. There will also be made an in-depth analysis of individual key models and a discussion about possible limmations that can occurs by using these models. 

== Stakeholder classification and organization ==
[[File:Project.png|thumb|right|400x800px|Project stakeholders.]]
In a project, The stakeholders are placed in different subcategories. The purpose is to create an overview of the project participants. A distinction is made to identify the internal and external stakeholders and their roles in the different phases of the project. It is therefore important to classify each stakeholder. Figure xx shows an overview of a classic organization chart of a project team and a steering group. The project manager is responsible for the project team, which can vary in size depending on the project scope and complexity. The project team must be able to provide the necessary professional competence to solve technical problems in connection with the project. The project manager's responsibility is to pass on the decisions that are discussed in the steering group to the project team. The steering group helps to set requirements for the project's quality, finances, and general project development. In this organizational structure, there are some other stakeholders who contribute other essential competencies and knowledge. These stakeholders are found in the outer circle of the project organization as shown in the figure. These actors can, e.g., be finance providers, business partners, and customers. 

==Stakeholder analysis==

Project managers can use the stakeholder analysis to identify the key actors and to assess their knowledge, interests, positions, alliances, and importance related to their needs. This allows the project managers to interact more effectively with key stakeholders and to increase support for the project. By applying this analysis tool in project planning, the project managers can detect and act to prevent misunderstandings, and the project is more likely to be a success.<ref name="STAG"> "Stakeholder Analysis Guidelines" Kammi Schmeer:E Section 2/</ref>
A detailed stakeholder analysis provides and assists the project in developing a structured strategy. As mentioned earlier, the stakeholders can act as individuals or groups who can be affected by any considerations. The stakeholder analysis is a dynamic method and is therefore not a strictly defined method. The method must be adapted to the current project and its difficulties. The method should be apt to deal with complexity and on the strategic level. The stakeholder analysis consists of 5 major steps: <ref name="Fivesteps"> "Stakeholder Analysis" Eefie Cuppen:p.209-213/</ref>

1. Definition of the entity’s stakeholding.

The definition of the entiny's stakeholding consists of two loops. The first part is to identify how the entity can impact the project. A simple tool is brainstorming, as it outlines a lot of important aspects of the stakeholder’s entity to the project. the process is repeated to sort in the list so that only the most essential aspects are included.

2. Classification of spontaneous stakeholding.

This step involves listing all the forms of spontaneous stakeholding that apply to this entity. A spontaneous stakeholder is defined as an entity that has an interest in the project regardless of any role that they might be commissioned to fill. We propose a taxonomy of six generic classes of spontaneous stakeholders in a project. These six classes are the funders, beneficiaries, positive impactees, negative impactees, customers, and influencers.

3. Identification of any consequences

By Identifying the consequence relating to the stakeholders, the potential risks can be highlighted. The risks can then prioritize in a smart way and at the same time identify suggestions for solutions in advance. The severity of a risk is defined by a combination of the probability of it happening and the consequences of if it is either to be prevented or remedied, based on what it costs you in terms of resources as a project manager, either having to prevent or repair the individual risk. Obvious consequences, such as stakeholders being unhappy about the project are likely to foment opposition and should be identified here.

4. Assessment of stakeholder importance

The assessment of the stakeholders’ importance is assigned to three characteristics. (attitude, power and influenceability). A simple method to outline these three assessments is mentioned below.

• The attitude indicates the stakeholder’s level of support for the project. Attitude has integer values in the range [−3, +3], where “−3” means strong opposition and “+3” means strong support. A higher absolute value of attitude is associated with a higher level of importance of the stakeholder.

• The power of the stakeholder is associated with a higher level of importance in terms of resources etc. Power has values of 1, 2 or 3, and is corresponding to the low, medium, high range. A higher value of power is associated with a higher level of importance of a stakeholder.

• The influenceability indicates the ease with which the project's key player can change the stakeholders’ attitude toward the project. Influenceability has the same algorithm as power. A higher value of influenceability is associated with a higher level of importance of a stakeholder

5. Setting objectives for engagement

The objective set for engagement is determined by the overall importance index, which is calculated in point 4. Based on these calculations, the project can determine which forms of engagement are desired and feasible. By determining the objective, the project manager can more easily figure out what kind of engagement this entity can provide.

== The classic stakeholder matrix ==
[[File:SA.png|thumb|right|400x800px|Stakeholder matrix.]]
As stated in previous sections, many stakeholders contribute to the project in different aspects, and therefore it is essential to involve them throughout the project process. Based on the stakeholder classification and stakeholders' analysis, these stakeholders are placed into overall categories, allowing the managers to take action. The most commonly used stakeholder map is the power/interest matrix and is illustrated in figure xx. The matrix gives an overview of each stakeholder grouping relating to power and interest resources. The matrix divides the stakeholders into 4 different types depending on the level of influence.<ref name="Stakeholder website"> stakeholder matrix. https://www.mindtools.com/pages/article/newPPM_07.htm/</ref>

• Monitor:
for those who have low power and low influence. This group should is placed in the exterior periphery, and therefore only a small amount of time and effort must be used.

• Manage closely:
This group consists of the key players and has high power and significant influence. This quadrant is considered the most important. The stakeholders identified as critical players must be satisfied, and they must have major acceptability in the project's strategies.

• Keep Informed:
They can influence the attitude of the most influential stakeholders. Their needs can be meet through information.

• Keep Satisfied:
They are relatively passive stakeholders, but they can become to an interested party with high power and influence in case of poor decision-making.

The primary purpose of the matrix is to:

• Allow the project manager to have an overview of any stakeholder and their contribution

• Prioritize the requests and demands from the stakeholders

• Avoid conflicts between stakeholders and maintain common interests

• Make a guideline to channel the right amount of time to each stakeholder

• Predict future behavior and thereby reduce the risk for failure
text 

== Discussion ==
text 

== Conclusion ==
text 

==References==
<references />