A power-interest grid is an essential technique for categorizing stakeholders based on their power or influence and interest in a project. It enables you to develop strategies for managing stakeholders effectively. Before utilizing this technique, it’s crucial to identify all stakeholders involved in the project. You can identify stakeholders by analyzing existing documentation, conducting workshops, creating ‘as is’ business process maps, and engaging in conversations with people within the business.
The power-interest grid consists of an X-axis (interest) and a Y-axis (power), divided into four quadrants:
Low Power – Low Interest: These stakeholders need to be monitored and require minimal communication to avoid overwhelming them. For example Junior Team Members in a Large Organization. In a large organization, junior team members who are not directly involved in the project and whose roles do not significantly influence the project’s outcomes fall into this category. While they need to be aware of the project’s existence, overwhelming them with detailed updates or frequent communications can be counterproductive.
Low Power – High Interest: Keep these stakeholders informed and ensure their concerns are addressed to gain their support. For example End-Users of a Software Development Project. End-users, such as employees who will use the new software, have a high interest in the project because it affects their daily work. However, they do not have significant influence over project decisions.
High Power – Low Interest: Keep these stakeholders satisfied and should be kept in the loop, even if they aren’t very interested, to prevent potential issues due to their influence. For example Senior Executives in a Non-Core Business Area. Senior executives who oversee multiple projects but for whom this particular project is not a top priority fall into this category. Their decisions can greatly impact the project, but they may not be deeply interested in the day-to-day details.
High Power – High Interest: These stakeholders need to be managed closely. Engage with these stakeholders regularly and manage their expectations carefully as they are crucial to project success. For example Project Sponsors. Project sponsors, such as a C-level executive funding the project, or key clients who are the end recipients of the project’s outcomes, have both the power to influence decisions and a vested interest in the project’s success.
By effectively using a power-interest grid, you can ensure that all stakeholders are managed appropriately, thereby enhancing the chances of project success.