How do you map and analyze stakeholders?

1 Step 1: Identify stakeholders

Identifying who your stakeholders are and what role they play in your project is the first step. You can use various sources of information, such as project charter, organizational chart, customer feedback, or process map, to create a list of stakeholders. Additionally, you can ask for input from team members, sponsors, and other stakeholders. Examples of stakeholders include customers, who are the end-users or beneficiaries of your project outcome; sponsors, who are the senior leaders or executives who authorize and support your project; team members, who work on your project tasks and deliverables; suppliers, who are the external or internal providers of resources, materials, or services for your project; and managers, who are the direct or indirect supervisors of your team members or other stakeholders.

2 Step 2: Categorize stakeholders

The second step is to categorize your stakeholders based on their level of power and interest in your project. Power refers to the ability or authority to influence your project decisions or outcomes, while interest refers to the degree of involvement or concern in your project activities or results. To plot your stakeholders into four quadrants, you can use a stakeholder matrix, also known as a power-interest grid. Those with high power and high interest are the key stakeholders who have the most impact and stake in your project and should be managed closely while communicating with them frequently and transparently. High power, low interest stakeholders have the authority but not the motivation to affect your project, so they should be kept satisfied and informed while consulted on major issues or changes. Low power, high interest stakeholders have enthusiasm but not the clout to sway your project, so they should be kept involved and engaged while updated regularly and openly. Lastly, low power, low interest stakeholders have the least influence and interest in your project, so you should monitor them and communicate with them occasionally and briefly.

3 Step 3: Analyze stakeholders

The third step is to analyze your stakeholders in more detail, such as their needs, expectations, preferences, attitudes, risks, or issues. To collect and analyze data about your stakeholders, you can use various tools and techniques such as interviews, surveys, observations or SWOT analysis. Some of the questions you could ask include: what are their needs and expectations from your project? What are their preferences and styles of communication and collaboration? Additionally, consider what their attitudes and opinions are about your project and its goals, methods or outcomes. Other questions to ask are: what are the risks or issues they pose or face in relation to your project? How can you leverage their strengths or opportunities or mitigate their weaknesses or threats?

4 Step 4: Plan stakeholder engagement

The fourth step in mapping and analyzing your stakeholders for a Lean Six Sigma project is to plan how to engage them. A stakeholder engagement plan, also known as a stakeholder management plan, can be used to document and track the strategies and actions taken. This plan should include the stakeholder name, role, category, needs, expectations, and issues; the objectives and indicators; the methods and frequency of engagement; the responsibilities and resources; and any risks or contingencies. By following these four steps, you can effectively engage your stakeholders throughout the project. This can help improve project performance, quality, customer satisfaction, and reduce risks, conflicts, and resistance.

5 Here’s what else to consider

This is a space to share examples, stories, or insights that don’t fit into any of the previous sections. What else would you like to add?