By the end of this session, you should be able

to describe:
A definition of stakeholders for your
organisation
How the concept of stakeholders relates to
concepts of the organisation
The purpose of Stakeholder Analysis
Some common forms of Stakeholder
Analysis
Stakeholder Mapping techniques

Introduction

Benefits of using a stakeholder analysis.

Identifying Your Stakeholders.

Prioritize Your Stakeholders.

Understanding your key stakeholders.

Example of the technique.

Conclusion

The first step is the hardest.

- Anonymous

A process where all the individuals or

groups that are likely to be affected by a
proposed action are identified and then
sorted according to how much they can
affect the action and how much the
action can affect them. This information
is used to assess how the interests of
those stakeholders should be addressed
in a project plan, policy, program, or
other action.

Stakeholder Management is an important

discipline that successful people use to
win support from others. It helps them
ensure that their projects succeed where
others fail.

Identify the stakeholders likely to be

affected by or influence the activities of the
organisation
Assess how those stakeholders could be
impacted or impact upon the organisation
Anticipate the consequences of any change
in the organisations activities
Identify stakeholders success criteria
Assure a successful outcome for the
organisation by developing co-operation
with stakeholders

Who are the

Stakeholders?

WHO is a Stakeholder? :
Any person or organisation who can be positively
or negatively impacted by, or cause an impact on
the actions of a company. (Freeman, 1984)
The individuals and constituencies that
contribute, either voluntarily or involuntarily, to
its wealth-creating capacity and activities, and
are therefore its potential beneficiaries and / or
risk bearers. (Post, Preston & Sachs, 2002)

Owners, stockholders
& investors
Banks and creditors
Partners & suppliers
Buyers, customers &
prospects
Management
Employees, unions,
works councils
Competitors

Government &
regulators: local,
national, international
Professional and
industry associations
Media: local, national,
trade, financial
NGOs
Communities & other
interest groups

Internal and
External
Stakeholders

Within the
organisation: e.g.
employees &
management
Outside the
organisation: e.g.
government & trade
associations

Primary, Secondary &

Key Stakeholders

Directly affected: e.g.

employees &
stockholders
Indirectly affected:
e.g government &
media
Most significantly
affected: those with
the most influence
from either group

1.
2.
3.
4.
5.
6.

Identify all stakeholders (Brainstorming)

Identify stakeholder needs & interests
Classify groups of interests (Stakeholder
Mapping)
Identify areas of conflict: Organisation v
Stakeholder, Stakeholder v Stakeholder
Prioritise, reconcile and balance
stakeholders
Align significant stakeholder needs with
organisations strategies and actions

Stakeholder

Stakeholder Assessment
Interests
of Impact

Potential
Strategies

Conduct a brainstorming session to identify

all of the stakeholders in a certain project .
The Exercise should include:
Project detail.
List of all the stakeholders involve in the
project.
Exercise time (15 Min).
Team or Individual Exercise.

High power, interested people

High power, less interested people
Low power, interested people
Low power, less interested people

What financial or emotional interest do they have in the outcome

of your work? Is it positive or negative?
What motivates them most of all?
What information do they want from you? How do they want to
receive information from you?
How do they want to receive information from you? What is the
best way of communicating with them?
What is their current opinion of your work? Is it based on good
information? Who influences their opinions generally, and who
influences their opinion of you? Do some of these influencers
therefore become important stakeholders in their own right?
If they are not likely to be positive, what will win them around to
support your project?
If you don't think you will be able to win them around, how will
you manage their opposition?
Who else might be influenced by their opinions? Do these people
become stakeholders in their own right?

Assign each stakeholders with color coding

project .

The Exercise should include:

Project detail.
List of all the stakeholders names with color
coding.
List of all the stakeholders names with color
coding.
Exercise time (10Min).
Team or Individual Exercise.

Several techniques for categorising

stakeholders
Helps identify which stakeholders may
support or oppose change / organisations
actions
Which stakeholders are the most powerful,
have most influence
Help decision makers formalise / prioritise
strategies

Use the Power/Interest Grid to map all the

stakeholders.
The Exercise should include:
Project detail.
List of all the stakeholders names with color
coding
List of all the stakeholders names with color
coding.
Exercise time (20Min).
Team or Individual Exercise.

Get to know stakeholders better:

Relative importance, power and interests
Better managed relationships
Risks identified

Make better strategies and decisions

Greater acceptance of organisation actions by
stakeholders

Best done on continuous basis

Assessment of analysis may be subjective
Maybe not all stakeholder interests can be
met at the same time
Focus on most important stakeholder
Balance & reconcile all interests according to
importance or urgency

You should now be able to describe:

What is meant by a stakeholder.
Who your organisations stakeholders are
How Stakeholder Analysis can help you
prioritise stakeholders for management
attention
How you can categorise stakeholders
How Stakeholder Mapping can help identify
key stakeholder groups

Fletcher, A., et al. (2003). "Mapping stakeholder perceptions

for a third sector organization.
Mitchell, R. K., B. R. Agle, and D.J. Wood. (1997). "Toward a
Theory of Stakeholder Identification and Salience.
Savage, G. T., T. W. Nix, Whitehead and Blair. (1991).
"Strategies for assessing and managing orgnaizational
stakeholders.
Turner, J. R., V. Kristoffer, et al., Eds. (2002). The Project
Manager as Change Agent.
Weaver, P. (2007). A Simple View of Complexity in Project
Management. Proceedings of the 4th World Project
Management Week. Singapore.
Hemmati, M., Dodds F., Enayti, J.,McHarry J. (2002)
"Multistakeholder Procesess on Governance and
Sustainability. London Earthscan.