Stakeholders can be internal or external and want the project or business to be a success. Stakeholder mapping identifies stakeholder's influence and interest in relation to a project, so their priorities can be categorized. Completing this map visually displays what stakeholder has influence and interest and where time/effort should be spent vs those who should be kept informed without too much engagement.
Stakeholders usually want successful outcomes, therefore mismanagement of stakeholders could lead to project failure, so it’s really important to manage stakeholders well during a project.
Identifying stakeholders is one thing, but the ability to manage, analyze and keep them happy, informed and engaged is the real test. When dealing with stakeholders you must ask yourself some important questions, something along the lines of:
1. How to approach this person?
2. When do I approach them?
3. How frequently do I need to engage with them?
4. Should I be spending this much time with them?
5. Does this person have much influence?
6. Are they interested?
7. How relevant are they to the solution?
Once you start asking yourself questions like the ones mentioned, mentally, you’ve started stakeholder mapping.
What is a Stakeholder Map?
A stakeholder map is a four-quadrant matrix that plots influence and interest and it’s used to identify stakeholders. This tool enables you to categorize all stakeholders in a simple and effective way. The x axis measures the influence, i.e., how much the stakeholder can impact the project, whilst the y axis determines how interested the stakeholder is in the outcome.
Stakeholders are thus plotted onto a map and your job is to determine where they fall depending on the criteria mentioned.
Stakeholder mapping is perhaps the first step regarding stakeholder management because it clearly and succinctly defines the stakeholder’s relationship to the outcome of the project. This exercise is useful at the start of the project, but the map can change due to project dynamics, deadlines, and other project related issues. Whilst it’s a key artifact at the start, the stakeholder map is worth keeping as a reference tool and updating throughout the duration of the project.
Also, depending on the size and scope of the project, overlapping areas might see some stakeholders less interested in one area, but highly vigilant in another, or wield low influence in one related area, but a key person in another, so staying on top of the mapping tool relative to the state of the project is vital for effectiveness and to help you manage all stakeholders effectively.
The Importance of Stakeholder Mapping
Without effective and meaningful stakeholder engagement your project will fail. Success on projects tends to sway towards those who have high degrees of active stakeholders. The German poet Goethe once said:
“Things which matter most must never be at the mercy of things which matter least.”
Whilst we seriously doubt Goethe was referring to project management of business change with this quip, the principle is the same! The importance of shrewd management and efficiency when dealing with stakeholders cannot be underestimated and stakeholder mapping is the first step in effective stakeholder management.
Without mapping influence and interest of all stakeholders on a project, communication will be difficult and somewhat inefficient, and you might spend too much time with the wrong stakeholders and not enough time with the correct ones.
Stakeholder Engagement
Stakeholders who feel engaged with, due to effective communication also feel much more involved with the project. This provides business analysts, project managers and other business change professionals much needed insights into the project.
In my experience, the most effective professionals in business and government have the ability to get things done. They're trained to work with multiple stakeholders, to understand how to identify a problem, devise solutions, to compromise and work well with others.
One benefit of effective stakeholder engagement, derived from robust stakeholder mapping is the mitigation of risk. The information provided by stakeholders provides clarity that may not have been captured in standard workshops or other formal activities. The adage of the “water cooler” conversations work best for these insights; by stakeholder mapping, you already know who’s who and who to approach in an informal situation. Some high influence stakeholders may only be accessible via formal channels, whereas high influence high interest stakeholders may be more readily available for informal discussions.
Stakeholder mapping also helps manage expectations, something you as a business analyst or change management professional will constantly have to do. Simply knowing where each stakeholder stands provides the business analyst or project manager an immediate glimpse into the stakeholder’s stance, influence, and power. This will help the change professional bring consistency and cohesion because they know how to deal with each person/agent accordingly.
Stakeholder Mapping: An Example
A stakeholder map is a project artifact that you can use any project as it is industry agnostic and will always add value. We’re providing a free template for use to use.
Remember these tips:
A: Manage Closely – this means your stakeholder has both high interest and influence. This is a key stakeholder and should be managed closely and kept informed
B: Keep Satisfied - Stakeholders in this category have a lot of power but may not wish to engage too much. However, this should not be discounted as they still wield power, so they should be kept satisfied.
C: Keep Informed – In this category stakeholders don’t have much power but still have high levels of interest. These stakeholders tend to be SMEs and the primary drivers of day-to-day activity. Keep these stakeholders onboard and informed.
D: Monitor – You should spend little time with these stakeholders as they add the least value. They have neither the influence nor interest to dictate proceedings, therefore, there’s little point with engaging with them more than the minimum level required. Monitor at best.
How To Create Your Own Stakeholder Map
Now you know who’s who, you’ll need to create your map. Remember these essential tips:
1. Identify Stakeholders – This should be done at the start of your project, but can change during the project, so keep an up-to-date list of all relevant stakeholders.
2. Analyze Stakeholders – Effective stakeholder mapping cannot be performed without good analysis. You can start with defining what type of stakeholder they are, how much they contribute to the project and what they gain from project success.
3. Devise Stakeholder Strategies (Map Stakeholders) – As mentioned above, this is where you physically map personnel to the template (or similar) provided. You get an immediate glimpse of who has what influence/interest over the project.
4. Review/Revise and Prioritize – You’ve done the hard work, now you need to apply it. Keeping your artifact up to date is important. The application of the stakeholder map is where the map adds value. Keep it handy and updated for best results.
Some Best Practices when Stakeholder Mapping
Information is key when it comes to stakeholder mapping. Knowing who they are and how they communicate really goes a long way with this tool. With some stakeholders, you’d want to schedule one-on-ones, presentations, and some form of consistent communication, such as emails. With others, you might want to keep them on a mailing list, send a sporadic email or text them an update and nothing more. Knowing who to deal with and in what way often stems from effective stakeholder mapping.
Communicate effectively
Avoid jargon and be clear with your messages. Meetings should have agendas and minutes and always present facts. Transparency tends to be appreciated no matter where the stakeholder appears on the matrix. Finally, being open to feedback goes along way in business change, so ensure you can take constructive feedback if it’s provided.
Remember All Stakeholders
It’s highly likely that a project will include some offshore resource or a mobile team. Whilst these colleagues are not physically (even in a hybrid working world) with the core team, they still need to be included. Inclusivity is a buzzword right now, but there’s truth in the fact that offshore colleagues should still be treated with the same consideration when mapping stakeholders. Don’t neglect them from this mapping exercise.
Transparency
We’ve alluded to it earlier, but as a conduit between teams, effective communication is important. Nobody else on the team has as many touch points as you, as you are the change professional; so even if that means being the bearer of bad news, you owe it to your team to do it. Be transparent, open, and honest.
Always be Ready and Available
Obviously within reason but keep you communication channels open. Stay in touch with stakeholders, provide periodic updates on project progress and steer the ship when you can. Positive interactions make a huge difference to project outcomes and for you, it should start with effective stakeholder mapping.
Avoid Project Failure
Stakeholder mapping helps achieve the following:
1. Improved communication
2. Support from senior management
3. Definitive stakeholder engagement model/strategy
Projects fail mainly due to poor stakeholder engagement and consistency in the steps mentioned above will curb those odds significantly.
Conclusion
It’s critical to map your stakeholders and to keep the artifact up to date so you can stay on top of who’s who on the project. Stakeholder mapping is simple, easy, and effective and you’d be surprised when you put the map into action.
As a business analyst or change professional in general you’re responsible for keeping the many spinning plates moving and ensuring none of them fall and get smashed. As a result, you’ll need to be sure where the greatest threats are, and what plates you can leave alone (for now) whilst attending more problematic ones instead.
A stakeholder map is quick and easy, start using it today and watch your productivity and effectiveness increase.
