DTU ProjectLab - User contributions [en-gb]

Talk:Stakeholder Analysis and Matrices

2015-09-29T13:32:21Z

Alise:

Mette: Hello, I like your idea. It seems like you have a clear agenda of what you want to write about. Maybe you could have a discussion between the use of stakeholder analysis and stakeholder matrix.

Reviewer 2: s142581

* The article was interesting and easy to read. It is very much related for the course and relevant for practitioners.
* In general, it follows a logical flow and has a good structure.
* You have used a good vocabulary and short and concise sentences.
* I like what you have written so far in the ''Background'' section. In my opinion, if you take care of this section, you can improve the overall quality of the article. ''I tried to fill it in with some more information''
* I would suggest you clarify the ''Discussion'' section, or reconsider if it should be placed after both ''Stakeholder analysis'' and ''Stakeholder matrix''. ''I fixed this''
* At the moment, I find the article short, although I can see you will add more text.
* I think you should talk with the teacher whether or not you should personalize the process ''(your stakeholders, make a list)''. You could miss the objective and factual value of the text. ''Changed everything''
* The ''Skateholder analysis matrix'' figure seems a bit simple. However, the figure 2 is easy and fast to understand and well explained in the text. ''Changed the picture and added information about the other one''
* I recommend you make a section for limitations of the process, so you approach even more to the method structure. ''Added this''
* Finally, I think you should place the number of the references 3 and 4 at the end of sentences. ''Fixed this''

''Thanks for the good comments''

<u>Reviewer 3: S102935</u>
# '''Pros'''
## Highly relevant topic
## Very good, clear and engaging agenda/introduction.
## Good explanation of both Stakeholder analysis and stakeholder matrix.
## The figures give a good overview of the theory and methods
# '''Missing content and formalities'''
## Remember to add table numberings on your final article ''Added''
## The annotated bibliography seem like an important part of the article, so remember to do so when finishing the article. ''Didn't really understand this, but made it better''
# '''Suggestions'''
## Try to link your subject to other relevant articles.
## The discussion between the stakeholder analysis and stakeholder matrix is well placed, but keep in mind to focus on the red thread between the chapters, when you fill in the missing information. ''You are right''
# '''Additional comments'''
## Looking forward to review your finished article

''Thanks for the good comments''

'''Reviewer 1, s141530''':

*Background Section:
I really like how you have shown the academic background, probably could be even more interesting if you can write a basic practical example. It could be for example a stakeholder analysis regarding a house-building project.
*Figure 1:
This figure is positioned in a way that the reader does not understand the link between picture and Article section. It will be clearer if you mention this picture to the text. ''Removed this and added another one which I included''

*Stakeholder Analysis:
In my opinion Stakeholder Analysis is a broad topic, due to this consideration, I would suggest dividing this section into other subsections.

*Discussion
It will be interesting to analyze the limitations of a Stakeholder Analysis in real case application. E.g, hidden stakeholders. ''Added hidden stakeholders''

*EXTRA
If you would like to provide a practical case. I suggest to present this example in 3 different points of view:

For instance regarding an house-building project.

** Project’s Stakeholders(house)

**Program’s Stakeholders (Renewal of the district)
**Portfolio’s Stakeholders (State investment)

This will provide a link to topics discussed in class during the previous lessons.

''Thanks for the good comments''

Stakeholder Analysis and Matrices

2015-09-28T16:13:41Z

Alise: /* Hidden Stakeholders */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. They may be affected or have an affect as a result of the project execution. <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref> Stakeholder analysis is the important method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over. It is used to identify all key stakeholders and analyze their needs.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches. Another form for stakeholder analysis that can be used is the Triple Task Method. This approach is more recent, and uses a unique form of action research <ref name="Triple Task and the Philosophers Stone"> Bell, S. and Morse, S. (2007) European Commission's Seventh Framework. </ref>

=Stakeholder Analysis=
The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

==Process==
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>
Figure 1 describes all the different, yet important steps a company/organization needs to go through for the analysis to be clear and understandable.

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

===Hidden Stakeholders===
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team. <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref> Unlike visible stakeholders, hidden ones will not speak up, and they will probably appear at the worst possible moment in the project. Some examples of a project managers worst nightmare might sound something like this:

* ''"The project stalls at production because the IT team won’t install software that doesn’t meet their security requirements on their servers."''

* ''"The great new product is not being used, because the end-users feel it is to complicated and they don’t need it anyway."''

* ''"At delivery, the client refuses the product because it doesn’t meet an industry standard they forgot to inform you about."'' <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>

These are all examples of bad communication. The easiest way of not ending up in situations like these is to communicate. Say it like it is and let the stakeholders know how you want it. Get them on your team and make them visible.

===Limitations===
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness. The assessment will also be subjective, which means that the management will decide who the organization will act towards the stakeholder. <ref name="12 Manage"> 12 Manage - the executive fast track (2015). </ref> It is also almost impossible for a company/organization to please all stakeholders and their demands completely. Managing becomes a balancing act of all interests according to importance or urgency.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the Figure 2 is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF (World Wide Fund for Nature) has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insights are listed below.

'''Stakeholder analysis is important and can help identify:''' <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

'''Stakeholder participation:'''

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF (among others) uses when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders' impact on the project/program, and the most common way to do this is with a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization to analyze, map and figure out who to trust, who to keep close and who to further encourage.

The stakeholder analysis and matrix are a fine way to reach an organization's main goal, with the help of the community. Nevertheless, the analysis is not always realistic. If a company is sloppy with gathering of data, a stakeholders matrix will not give out the real information.
Be clear with the stakeholders, this way a company can avoid mistakes such as hidden stakeholders and a poor outcome.

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T16:12:37Z

Alise: /* How to make a Stakeholder Analysis Matrix */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. They may be affected or have an affect as a result of the project execution. <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref> Stakeholder analysis is the important method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over. It is used to identify all key stakeholders and analyze their needs.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches. Another form for stakeholder analysis that can be used is the Triple Task Method. This approach is more recent, and uses a unique form of action research <ref name="Triple Task and the Philosophers Stone"> Bell, S. and Morse, S. (2007) European Commission's Seventh Framework. </ref>

=Stakeholder Analysis=
The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

==Process==
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>
Figure 1 describes all the different, yet important steps a company/organization needs to go through for the analysis to be clear and understandable.

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

===Hidden Stakeholders===
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>. Unlike visible stakeholders, hidden ones will not speak up, and they will probably appear at the worst possible moment in the project. Some examples of a project managers worst nightmare might sound something like this:

* ''"The project stalls at production because the IT team won’t install software that doesn’t meet their security requirements on their servers."''

* ''"The great new product is not being used, because the end-users feel it is to complicated and they don’t need it anyway."''

* ''"At delivery, the client refuses the product because it doesn’t meet an industry standard they forgot to inform you about."'' <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>

These are all examples of bad communication. The easiest way of not ending up in situations like these is to communicate. Say it like it is and let the stakeholders know how you want it. Get them on your team and make them visible.

===Limitations===
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness. The assessment will also be subjective, which means that the management will decide who the organization will act towards the stakeholder. <ref name="12 Manage"> 12 Manage - the executive fast track (2015). </ref> It is also almost impossible for a company/organization to please all stakeholders and their demands completely. Managing becomes a balancing act of all interests according to importance or urgency.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the Figure 2 is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF (World Wide Fund for Nature) has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insights are listed below.

'''Stakeholder analysis is important and can help identify:''' <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

'''Stakeholder participation:'''

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF (among others) uses when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders' impact on the project/program, and the most common way to do this is with a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization to analyze, map and figure out who to trust, who to keep close and who to further encourage.

The stakeholder analysis and matrix are a fine way to reach an organization's main goal, with the help of the community. Nevertheless, the analysis is not always realistic. If a company is sloppy with gathering of data, a stakeholders matrix will not give out the real information.
Be clear with the stakeholders, this way a company can avoid mistakes such as hidden stakeholders and a poor outcome.

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T16:11:48Z

Alise: /* How to make a Stakeholder Analysis Matrix */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. They may be affected or have an affect as a result of the project execution. <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref> Stakeholder analysis is the important method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over. It is used to identify all key stakeholders and analyze their needs.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches. Another form for stakeholder analysis that can be used is the Triple Task Method. This approach is more recent, and uses a unique form of action research <ref name="Triple Task and the Philosophers Stone"> Bell, S. and Morse, S. (2007) European Commission's Seventh Framework. </ref>

=Stakeholder Analysis=
The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

==Process==
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>
Figure 1 describes all the different, yet important steps a company/organization needs to go through for the analysis to be clear and understandable.

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

===Hidden Stakeholders===
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>. Unlike visible stakeholders, hidden ones will not speak up, and they will probably appear at the worst possible moment in the project. Some examples of a project managers worst nightmare might sound something like this:

* ''"The project stalls at production because the IT team won’t install software that doesn’t meet their security requirements on their servers."''

* ''"The great new product is not being used, because the end-users feel it is to complicated and they don’t need it anyway."''

* ''"At delivery, the client refuses the product because it doesn’t meet an industry standard they forgot to inform you about."'' <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>

These are all examples of bad communication. The easiest way of not ending up in situations like these is to communicate. Say it like it is and let the stakeholders know how you want it. Get them on your team and make them visible.

===Limitations===
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness. The assessment will also be subjective, which means that the management will decide who the organization will act towards the stakeholder. <ref name="12 Manage"> 12 Manage - the executive fast track (2015). </ref> It is also almost impossible for a company/organization to please all stakeholders and their demands completely. Managing becomes a balancing act of all interests according to importance or urgency.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the Figure 2 is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF (World Wide Fund for Nature) has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insights are listed below.

'''Stakeholder analysis is important and can help identify:''' <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

'''Stakeholder participation:'''

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders' impact on the project/program, and the most common way to do this is with a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization to analyze, map and figure out who to trust, who to keep close and who to further encourage.

The stakeholder analysis and matrix are a fine way to reach an organization's main goal, with the help of the community. Nevertheless, the analysis is not always realistic. If a company is sloppy with gathering of data, a stakeholders matrix will not give out the real information.
Be clear with the stakeholders, this way a company can avoid mistakes such as hidden stakeholders and a poor outcome.

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T16:11:20Z

Alise: /* How to make a Stakeholder Analysis Matrix */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. They may be affected or have an affect as a result of the project execution. <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref> Stakeholder analysis is the important method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over. It is used to identify all key stakeholders and analyze their needs.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches. Another form for stakeholder analysis that can be used is the Triple Task Method. This approach is more recent, and uses a unique form of action research <ref name="Triple Task and the Philosophers Stone"> Bell, S. and Morse, S. (2007) European Commission's Seventh Framework. </ref>

=Stakeholder Analysis=
The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

==Process==
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>
Figure 1 describes all the different, yet important steps a company/organization needs to go through for the analysis to be clear and understandable.

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

===Hidden Stakeholders===
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>. Unlike visible stakeholders, hidden ones will not speak up, and they will probably appear at the worst possible moment in the project. Some examples of a project managers worst nightmare might sound something like this:

* ''"The project stalls at production because the IT team won’t install software that doesn’t meet their security requirements on their servers."''

* ''"The great new product is not being used, because the end-users feel it is to complicated and they don’t need it anyway."''

* ''"At delivery, the client refuses the product because it doesn’t meet an industry standard they forgot to inform you about."'' <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>

These are all examples of bad communication. The easiest way of not ending up in situations like these is to communicate. Say it like it is and let the stakeholders know how you want it. Get them on your team and make them visible.

===Limitations===
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness. The assessment will also be subjective, which means that the management will decide who the organization will act towards the stakeholder. <ref name="12 Manage"> 12 Manage - the executive fast track (2015). </ref> It is also almost impossible for a company/organization to please all stakeholders and their demands completely. Managing becomes a balancing act of all interests according to importance or urgency.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the Figure 2 is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF (World Wide Fund for Nature) has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insights are listed below.

'''Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:'''

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

'''Stakeholder participation:'''

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders' impact on the project/program, and the most common way to do this is with a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization to analyze, map and figure out who to trust, who to keep close and who to further encourage.

The stakeholder analysis and matrix are a fine way to reach an organization's main goal, with the help of the community. Nevertheless, the analysis is not always realistic. If a company is sloppy with gathering of data, a stakeholders matrix will not give out the real information.
Be clear with the stakeholders, this way a company can avoid mistakes such as hidden stakeholders and a poor outcome.

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T16:10:23Z

Alise: /* How to make a Stakeholder Analysis Matrix */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. They may be affected or have an affect as a result of the project execution. <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref> Stakeholder analysis is the important method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over. It is used to identify all key stakeholders and analyze their needs.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches. Another form for stakeholder analysis that can be used is the Triple Task Method. This approach is more recent, and uses a unique form of action research <ref name="Triple Task and the Philosophers Stone"> Bell, S. and Morse, S. (2007) European Commission's Seventh Framework. </ref>

=Stakeholder Analysis=
The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

==Process==
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>
Figure 1 describes all the different, yet important steps a company/organization needs to go through for the analysis to be clear and understandable.

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

===Hidden Stakeholders===
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>. Unlike visible stakeholders, hidden ones will not speak up, and they will probably appear at the worst possible moment in the project. Some examples of a project managers worst nightmare might sound something like this:

* ''"The project stalls at production because the IT team won’t install software that doesn’t meet their security requirements on their servers."''

* ''"The great new product is not being used, because the end-users feel it is to complicated and they don’t need it anyway."''

* ''"At delivery, the client refuses the product because it doesn’t meet an industry standard they forgot to inform you about."'' <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>

These are all examples of bad communication. The easiest way of not ending up in situations like these is to communicate. Say it like it is and let the stakeholders know how you want it. Get them on your team and make them visible.

===Limitations===
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness. The assessment will also be subjective, which means that the management will decide who the organization will act towards the stakeholder. <ref name="12 Manage"> 12 Manage - the executive fast track (2015). </ref> It is also almost impossible for a company/organization to please all stakeholders and their demands completely. Managing becomes a balancing act of all interests according to importance or urgency.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the Figure 2 is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF (World Wide Fund for Nature) has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insights are listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders' impact on the project/program, and the most common way to do this is with a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization to analyze, map and figure out who to trust, who to keep close and who to further encourage.

The stakeholder analysis and matrix are a fine way to reach an organization's main goal, with the help of the community. Nevertheless, the analysis is not always realistic. If a company is sloppy with gathering of data, a stakeholders matrix will not give out the real information.
Be clear with the stakeholders, this way a company can avoid mistakes such as hidden stakeholders and a poor outcome.

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T16:09:51Z

Alise: /* How to make a Stakeholder Analysis Matrix */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. They may be affected or have an affect as a result of the project execution. <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref> Stakeholder analysis is the important method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over. It is used to identify all key stakeholders and analyze their needs.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches. Another form for stakeholder analysis that can be used is the Triple Task Method. This approach is more recent, and uses a unique form of action research <ref name="Triple Task and the Philosophers Stone"> Bell, S. and Morse, S. (2007) European Commission's Seventh Framework. </ref>

=Stakeholder Analysis=
The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

==Process==
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>
Figure 1 describes all the different, yet important steps a company/organization needs to go through for the analysis to be clear and understandable.

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

===Hidden Stakeholders===
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>. Unlike visible stakeholders, hidden ones will not speak up, and they will probably appear at the worst possible moment in the project. Some examples of a project managers worst nightmare might sound something like this:

* ''"The project stalls at production because the IT team won’t install software that doesn’t meet their security requirements on their servers."''

* ''"The great new product is not being used, because the end-users feel it is to complicated and they don’t need it anyway."''

* ''"At delivery, the client refuses the product because it doesn’t meet an industry standard they forgot to inform you about."'' <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>

These are all examples of bad communication. The easiest way of not ending up in situations like these is to communicate. Say it like it is and let the stakeholders know how you want it. Get them on your team and make them visible.

===Limitations===
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness. The assessment will also be subjective, which means that the management will decide who the organization will act towards the stakeholder. <ref name="12 Manage"> 12 Manage - the executive fast track (2015). </ref> It is also almost impossible for a company/organization to please all stakeholders and their demands completely. Managing becomes a balancing act of all interests according to importance or urgency.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the Figure 2 is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF (World Wide Fund for Nature) has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders' impact on the project/program, and the most common way to do this is with a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization to analyze, map and figure out who to trust, who to keep close and who to further encourage.

The stakeholder analysis and matrix are a fine way to reach an organization's main goal, with the help of the community. Nevertheless, the analysis is not always realistic. If a company is sloppy with gathering of data, a stakeholders matrix will not give out the real information.
Be clear with the stakeholders, this way a company can avoid mistakes such as hidden stakeholders and a poor outcome.

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T16:08:13Z

Alise: /* Stakeholder Matrix */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. They may be affected or have an affect as a result of the project execution. <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref> Stakeholder analysis is the important method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over. It is used to identify all key stakeholders and analyze their needs.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches. Another form for stakeholder analysis that can be used is the Triple Task Method. This approach is more recent, and uses a unique form of action research <ref name="Triple Task and the Philosophers Stone"> Bell, S. and Morse, S. (2007) European Commission's Seventh Framework. </ref>

=Stakeholder Analysis=
The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

==Process==
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>
Figure 1 describes all the different, yet important steps a company/organization needs to go through for the analysis to be clear and understandable.

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

===Hidden Stakeholders===
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>. Unlike visible stakeholders, hidden ones will not speak up, and they will probably appear at the worst possible moment in the project. Some examples of a project managers worst nightmare might sound something like this:

* ''"The project stalls at production because the IT team won’t install software that doesn’t meet their security requirements on their servers."''

* ''"The great new product is not being used, because the end-users feel it is to complicated and they don’t need it anyway."''

* ''"At delivery, the client refuses the product because it doesn’t meet an industry standard they forgot to inform you about."'' <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>

These are all examples of bad communication. The easiest way of not ending up in situations like these is to communicate. Say it like it is and let the stakeholders know how you want it. Get them on your team and make them visible.

===Limitations===
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness. The assessment will also be subjective, which means that the management will decide who the organization will act towards the stakeholder. <ref name="12 Manage"> 12 Manage - the executive fast track (2015). </ref> It is also almost impossible for a company/organization to please all stakeholders and their demands completely. Managing becomes a balancing act of all interests according to importance or urgency.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the Figure 2 is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders' impact on the project/program, and the most common way to do this is with a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization to analyze, map and figure out who to trust, who to keep close and who to further encourage.

The stakeholder analysis and matrix are a fine way to reach an organization's main goal, with the help of the community. Nevertheless, the analysis is not always realistic. If a company is sloppy with gathering of data, a stakeholders matrix will not give out the real information.
Be clear with the stakeholders, this way a company can avoid mistakes such as hidden stakeholders and a poor outcome.

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T16:02:41Z

Alise: /* Conclusion */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. They may be affected or have an affect as a result of the project execution. <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref> Stakeholder analysis is the important method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over. It is used to identify all key stakeholders and analyze their needs.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches. Another form for stakeholder analysis that can be used is the Triple Task Method. This approach is more recent, and uses a unique form of action research <ref name="Triple Task and the Philosophers Stone"> Bell, S. and Morse, S. (2007) European Commission's Seventh Framework. </ref>

=Stakeholder Analysis=
The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

==Process==
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>
Figure 1 describes all the different, yet important steps a company/organization needs to go through for the analysis to be clear and understandable.

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

===Hidden Stakeholders===
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>. Unlike visible stakeholders, hidden ones will not speak up, and they will probably appear at the worst possible moment in the project. Some examples of a project managers worst nightmare might sound something like this:

* ''"The project stalls at production because the IT team won’t install software that doesn’t meet their security requirements on their servers."''

* ''"The great new product is not being used, because the end-users feel it is to complicated and they don’t need it anyway."''

* ''"At delivery, the client refuses the product because it doesn’t meet an industry standard they forgot to inform you about."'' <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>

These are all examples of bad communication. The easiest way of not ending up in situations like these is to communicate. Say it like it is and let the stakeholders know how you want it. Get them on your team and make them visible.

===Limitations===
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness. The assessment will also be subjective, which means that the management will decide who the organization will act towards the stakeholder. <ref name="12 Manage"> 12 Manage - the executive fast track (2015). </ref> It is also almost impossible for a company/organization to please all stakeholders and their demands completely. Managing becomes a balancing act of all interests according to importance or urgency.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the figure to the left is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders' impact on the project/program, and the most common way to do this is with a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization to analyze, map and figure out who to trust, who to keep close and who to further encourage.

The stakeholder analysis and matrix are a fine way to reach an organization's main goal, with the help of the community. Nevertheless, the analysis is not always realistic. If a company is sloppy with gathering of data, a stakeholders matrix will not give out the real information.
Be clear with the stakeholders, this way a company can avoid mistakes such as hidden stakeholders and a poor outcome.

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T16:00:16Z

Alise:

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. They may be affected or have an affect as a result of the project execution. <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref> Stakeholder analysis is the important method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over. It is used to identify all key stakeholders and analyze their needs.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches. Another form for stakeholder analysis that can be used is the Triple Task Method. This approach is more recent, and uses a unique form of action research <ref name="Triple Task and the Philosophers Stone"> Bell, S. and Morse, S. (2007) European Commission's Seventh Framework. </ref>

=Stakeholder Analysis=
The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

==Process==
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>
Figure 1 describes all the different, yet important steps a company/organization needs to go through for the analysis to be clear and understandable.

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

===Hidden Stakeholders===
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>. Unlike visible stakeholders, hidden ones will not speak up, and they will probably appear at the worst possible moment in the project. Some examples of a project managers worst nightmare might sound something like this:

* ''"The project stalls at production because the IT team won’t install software that doesn’t meet their security requirements on their servers."''

* ''"The great new product is not being used, because the end-users feel it is to complicated and they don’t need it anyway."''

* ''"At delivery, the client refuses the product because it doesn’t meet an industry standard they forgot to inform you about."'' <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>

These are all examples of bad communication. The easiest way of not ending up in situations like these is to communicate. Say it like it is and let the stakeholders know how you want it. Get them on your team and make them visible.

===Limitations===
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness. The assessment will also be subjective, which means that the management will decide who the organization will act towards the stakeholder. <ref name="12 Manage"> 12 Manage - the executive fast track (2015). </ref> It is also almost impossible for a company/organization to please all stakeholders and their demands completely. Managing becomes a balancing act of all interests according to importance or urgency.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the figure to the left is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders' impact on the project/program, and the most common way to do this is with a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization to analyze, map and figure out who to trust, who to keep close and who to further encourage.

The stakeholder analysis and matrix are a fine way to reach an organization's main goal, with the help of the community. Nevertheless, the analysis is not always realistic. If a company is sloppy with gathering of data, a stakeholders matrix will not give out the real information.
Be clear with the stakeholders, this way a company can avoid mistakes such as hidden stakeholders.

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T15:52:06Z

Alise: /* Limitations */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. They may be affected or have an affect as a result of the project execution. <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref> Stakeholder analysis is the important method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over. It is used to identify all key stakeholders and analyze their needs.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches. Another form for stakeholder analysis that can be used is the Triple Task Method. This approach is more recent, and uses a unique form of action research <ref name="Triple Task and the Philosophers Stone"> Bell, S. and Morse, S. (2007) European Commission's Seventh Framework. </ref>

=Process=
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>
Figure 1 describes all the different, yet important steps a company/organization needs to go through for the analysis to be clear and understandable.

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

==Hidden Stakeholders==
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>. Unlike visible stakeholders, hidden ones will not speak up, and they will probably appear at the worst possible moment in the project. Some examples of a project managers worst nightmare might sound something like this:

* ''"The project stalls at production because the IT team won’t install software that doesn’t meet their security requirements on their servers."''

* ''"The great new product is not being used, because the end-users feel it is to complicated and they don’t need it anyway."''

* ''"At delivery, the client refuses the product because it doesn’t meet an industry standard they forgot to inform you about."'' <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>

These are all examples of bad communication. The easiest way of not ending up in situations like these is to communicate. Say it like it is and let the stakeholders know how you want it. Get them on your team and make them visible.

==Limitations==
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness. Because the parameters may be difficult to obtain, the assessment might also be subjective, which again means that the importance a company puts into one stakeholder may possibly be the "wrong" stakeholder.

=Stakeholder Analysis=
The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the figure to the left is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders' impact on the project/program, and the most common way to do this is with a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization to analyze, map and figure out who to trust, who to keep close and who to further encourage.

The stakeholder analysis and matrix are a fine way to reach an organization's main goal, with the help of the community. Nevertheless, the analysis is not always realistic. If a company is sloppy with gathering of data, a stakeholders matrix will not give out the real information.
Be clear with the stakeholders, this way a company can avoid mistakes such as hidden stakeholders.

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T15:44:15Z

Alise:

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. They may be affected or have an affect as a result of the project execution. <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref> Stakeholder analysis is the important method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over. It is used to identify all key stakeholders and analyze their needs.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches. Another form for stakeholder analysis that can be used is the Triple Task Method. This approach is more recent, and uses a unique form of action research <ref name="Triple Task and the Philosophers Stone"> Bell, S. and Morse, S. (2007) European Commission's Seventh Framework. </ref>

=Process=
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>
Figure 1 describes all the different, yet important steps a company/organization needs to go through for the analysis to be clear and understandable.

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

==Hidden Stakeholders==
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>. Unlike visible stakeholders, hidden ones will not speak up, and they will probably appear at the worst possible moment in the project. Some examples of a project managers worst nightmare might sound something like this:

* ''"The project stalls at production because the IT team won’t install software that doesn’t meet their security requirements on their servers."''

* ''"The great new product is not being used, because the end-users feel it is to complicated and they don’t need it anyway."''

* ''"At delivery, the client refuses the product because it doesn’t meet an industry standard they forgot to inform you about."'' <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>

These are all examples of bad communication. The easiest way of not ending up in situations like these is to communicate. Say it like it is and let the stakeholders know how you want it. Get them on your team and make them visible.

==Limitations==
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness.

=Stakeholder Analysis=
The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the figure to the left is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders' impact on the project/program, and the most common way to do this is with a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization to analyze, map and figure out who to trust, who to keep close and who to further encourage.

The stakeholder analysis and matrix are a fine way to reach an organization's main goal, with the help of the community. Nevertheless, the analysis is not always realistic. If a company is sloppy with gathering of data, a stakeholders matrix will not give out the real information.
Be clear with the stakeholders, this way a company can avoid mistakes such as hidden stakeholders.

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T15:30:56Z

Alise: /* Background */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. They may be affected or have an affect as a result of the project execution. <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref> Stakeholder analysis is the important method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over. It is used to identify all key stakeholders and analyze their needs.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches. Another form for stakeholder analysis that can be used is the Triple Task Method. This approach is more recent, and uses a unique form of action research <ref name="Triple Task and the Philosophers Stone"> Bell, S. and Morse, S. (2007) European Commission's Seventh Framework. </ref>

=Process=
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>
Figure 1 describes all the different, yet important steps a company/organization needs to go through for the analysis to be clear and understandable.

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

==Hidden Stakeholders==
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>. Unlike visible stakeholders, hidden ones will not speak up, and they will probably appear at the worst possible moment in the project. Some examples of a project managers worst nightmare might sound something like this:

* ''"The project stalls at production because the IT team won’t install software that doesn’t meet their security requirements on their servers."''

* ''"The great new product is not being used, because the end-users feel it is to complicated and they don’t need it anyway."''

* ''"At delivery, the client refuses the product because it doesn’t meet an industry standard they forgot to inform you about."'' <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>

These are all examples of bad communication. The easiest way of not ending up in situations like these is to communicate. Say it like it is and let the stakeholders know how you want it. Get them on your team and make them visible.

==Limitations==
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness.

=Stakeholder Analysis=
The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the figure to the left is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders impact on the project/program, and the most common way to do this is what a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization figure out who to trust, who to keep close and who to further encourage.

After analyzing the stakeholders and mapping them in a stakeholder matrix...

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T15:23:49Z

Alise: /* Background */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. They may be affected or have an affect as a result of the project execution. <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref> Stakeholder analysis is the important method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over. It is used to identify all key stakeholders and analyze their needs.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches. Another form for stakeholder analysis that can be used is the Triple Task Method. This approach is more recent, and uses psychoanalytic theory, systems analysis and action research. <ref name=Wikipedia

=Process=
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>
Figure 1 describes all the different, yet important steps a company/organization needs to go through for the analysis to be clear and understandable.

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

==Hidden Stakeholders==
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>. Unlike visible stakeholders, hidden ones will not speak up, and they will probably appear at the worst possible moment in the project. Some examples of a project managers worst nightmare might sound something like this:

* ''"The project stalls at production because the IT team won’t install software that doesn’t meet their security requirements on their servers."''

* ''"The great new product is not being used, because the end-users feel it is to complicated and they don’t need it anyway."''

* ''"At delivery, the client refuses the product because it doesn’t meet an industry standard they forgot to inform you about."'' <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>

These are all examples of bad communication. The easiest way of not ending up in situations like these is to communicate. Say it like it is and let the stakeholders know how you want it. Get them on your team and make them visible.

==Limitations==
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness.

=Stakeholder Analysis=
The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the figure to the left is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders impact on the project/program, and the most common way to do this is what a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization figure out who to trust, who to keep close and who to further encourage.

After analyzing the stakeholders and mapping them in a stakeholder matrix...

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T15:18:38Z

Alise:

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. They may be affected or have an affect as a result of the project execution. <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref> Stakeholder analysis is the important method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over. It is used to identify all key stakeholders and analyze their needs.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches. Another form for stakeholder analysis that can be used is the Triple Task Method. This approach is more recent, and uses psychoanalytic theory, systems analysis and action research. <ref name=Wikipedia

=Process=
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>
Figure 1 describes all the different, yet important steps a company/organization needs to go through for the analysis to be clear and understandable.

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

==Hidden Stakeholders==
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>. Unlike visible stakeholders, hidden ones will not speak up, and they will probably appear at the worst possible moment in the project. Some examples of a project managers worst nightmare might sound something like this:

* ''"The project stalls at production because the IT team won’t install software that doesn’t meet their security requirements on their servers."''

* ''"The great new product is not being used, because the end-users feel it is to complicated and they don’t need it anyway."''

* ''"At delivery, the client refuses the product because it doesn’t meet an industry standard they forgot to inform you about."'' <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>

These are all examples of bad communication. The easiest way of not ending up in situations like these is to communicate. Say it like it is and let the stakeholders know how you want it. Get them on your team and make them visible.

==Limitations==
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness.

=Stakeholder Analysis=
The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the figure to the left is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders impact on the project/program, and the most common way to do this is what a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization figure out who to trust, who to keep close and who to further encourage.

After analyzing the stakeholders and mapping them in a stakeholder matrix...

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T14:56:10Z

Alise: /* Process */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. Stakeholder analysis is the method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches.

=Process=
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>
Figure 1 describes all the different, yet important steps a company/organization needs to go through for the analysis to be clear and understandable.

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

==Hidden Stakeholders==
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>. Unlike visible stakeholders, hidden ones will not speak up, and they will probably appear at the worst possible moment in the project. Some examples of a project managers worst nightmare might sound something like this:

* ''"The project stalls at production because the IT team won’t install software that doesn’t meet their security requirements on their servers."''

* ''"The great new product is not being used, because the end-users feel it is to complicated and they don’t need it anyway."''

* ''"At delivery, the client refuses the product because it doesn’t meet an industry standard they forgot to inform you about."'' <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>

These are all examples of bad communication. The easiest way of not ending up in situations like these is to communicate. Say it like it is and let the stakeholders know how you want it. Get them on your team and make them visible.

==Limitations==
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness.

=Stakeholder Analysis=
The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the figure to the left is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders impact on the project/program, and the most common way to do this is what a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization figure out who to trust, who to keep close and who to further encourage.

After analyzing the stakeholders and mapping them in a stakeholder matrix...

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T14:55:25Z

Alise:

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. Stakeholder analysis is the method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches.

=Process=
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>
Figure 1 describes all the different, yet important steps a company/organization needs to go through for the analysis to be clear and understandable.
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

==Hidden Stakeholders==
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>. Unlike visible stakeholders, hidden ones will not speak up, and they will probably appear at the worst possible moment in the project. Some examples of a project managers worst nightmare might sound something like this:

* ''"The project stalls at production because the IT team won’t install software that doesn’t meet their security requirements on their servers."''

* ''"The great new product is not being used, because the end-users feel it is to complicated and they don’t need it anyway."''

* ''"At delivery, the client refuses the product because it doesn’t meet an industry standard they forgot to inform you about."'' <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>

These are all examples of bad communication. The easiest way of not ending up in situations like these is to communicate. Say it like it is and let the stakeholders know how you want it. Get them on your team and make them visible.

==Limitations==
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness.

=Stakeholder Analysis=
The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the figure to the left is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders impact on the project/program, and the most common way to do this is what a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization figure out who to trust, who to keep close and who to further encourage.

After analyzing the stakeholders and mapping them in a stakeholder matrix...

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T14:50:00Z

Alise: /* Hidden Stakeholders */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. Stakeholder analysis is the method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches.

=Process=
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

==Hidden Stakeholders==
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>. Unlike visible stakeholders, hidden ones will not speak up, and they will probably appear at the worst possible moment in the project. Some examples of a project managers worst nightmare might sound something like this:

* ''"The project stalls at production because the IT team won’t install software that doesn’t meet their security requirements on their servers."''

* ''"The great new product is not being used, because the end-users feel it is to complicated and they don’t need it anyway."''

* ''"At delivery, the client refuses the product because it doesn’t meet an industry standard they forgot to inform you about."'' <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>

These are all examples of bad communication. The easiest way of not ending up in situations like these is to communicate. Say it like it is and let the stakeholders know how you want it. Get them on your team and make them visible.

==Limitations==
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness.

=Stakeholder Analysis=
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]

The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the figure to the left is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders impact on the project/program, and the most common way to do this is what a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization figure out who to trust, who to keep close and who to further encourage.

After analyzing the stakeholders and mapping them in a stakeholder matrix...

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T11:57:18Z

Alise: /* Hidden Stakeholders */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. Stakeholder analysis is the method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches.

=Process=
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

==Hidden Stakeholders==
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>. Unlike visible stakeholders, hidden ones will not speak up, and they will probably appear at the worst possible moment in the project. Some examples of a project managers worst nightmare might sound something like this:

* ''"The project stalls at production because the IT team won’t install software that doesn’t meet their security requirements on their servers."''

* ''"The great new product is not being used, because the end-users feel it is to complicated and they don’t need it anyway."''

* ''"At delivery, the client refuses the product because it doesn’t meet an industry standard they forgot to inform you about."'' <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>

==Limitations==
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness.

=Stakeholder Analysis=
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]

The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the figure to the left is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders impact on the project/program, and the most common way to do this is what a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization figure out who to trust, who to keep close and who to further encourage.

After analyzing the stakeholders and mapping them in a stakeholder matrix...

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T11:49:07Z

Alise:

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. Stakeholder analysis is the method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches.

=Process=
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

==Hidden Stakeholders==
Stakeholders that have been talked about and mentioned up until this point have been the visible stakeholders. They are usually on your team. If they are not, they can be persuaded into becoming a part of your team. However, there are a type of stakeholders that are very dangerous to the project; the hidden stakeholders.
The hidden stakeholders are sometimes forgotten by the project team <ref name="How to Find the Hidden Stakeholders in Your Project=> ACProjectTeam, 2008 "ACProjectTeam (2008, 11 12) ACProject" </ref>. Unlike visible stakeholders, hidden will not speak up.

==Limitations==
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness.

=Stakeholder Analysis=
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]

The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the figure to the left is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do. If having all key stakeholders involved from the beginning is not realistic or possible, it could be an idea to gradually involve them.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of the stakeholders and provide insight as to how to best engage them. In the beginning, with the help from Freeman, Donaldson and Preston, descriptive, instrumental and normative theory shows how different approaches can be used by organizations and companies with different goals and outcomes. The stakeholder concept is always the same; to manage stakeholders impact on the project/program, and the most common way to do this is what a stakeholder analysis and the matching matrix. By identifying, prioritizing and understanding the stakeholders, the project at hand has a higher success rate than without.
Some of the main questions one should be able to answer when using the analysis are such as; who is directly responsible? Who is influential in the project? Who will be affected? Who will obstruct/hinder? and so on.<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> Questions like these will help the organization figure out who to trust, who to keep close and who to further encourage.

After analyzing the stakeholders and mapping them in a stakeholder matrix...

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T09:01:04Z

Alise: /* Stakeholder Matrix */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. Stakeholder analysis is the method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches.

=Process=
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

==Limitations==
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness.

=Stakeholder Analysis=
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]

The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

=Stakeholder Matrix=
The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the figure to the left is shown such a matrix divided into four boxes; A, B, C, D.

[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>]]

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of your stakeholders and provide insight as to how to best engage them.

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T08:59:13Z

Alise: /* Stakeholder Analysis */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. Stakeholder analysis is the method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches.

=Process=
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

==Limitations==
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness.

=Stakeholder Analysis=
[[File:Stakeholder-management-proc.gif‎ |thumb|right|350px|'''Figure 1''' Stakeholder Management Process <ref name="What is Stakeholder Management?"> PM Hut, 2008 "PM Hut (2008, 03 12). Project Stakeholder Management".</ref>]]

The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

=Stakeholder Matrix=
[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories]]

The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the figure to the left is shown such a matrix divided into four boxes; A, B, C, D.

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of your stakeholders and provide insight as to how to best engage them.

=References=

<references/>

File:Stakeholder-management-proc.gif

2015-09-28T08:54:42Z

Alise:

Stakeholder Analysis and Matrices

2015-09-28T08:48:09Z

Alise: /* How to make a Stakeholder Analysis Matrix */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. Stakeholder analysis is the method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches.

=Process=
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

==Limitations==
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness.

=Stakeholder Analysis=
[[File:Stakeholder-analysis-12-728.jpg‎‎ |thumb|right|350px|'''Figure 1''' A Stakeholder Analysis Matrix including who the stakeholders are, their interests, impact, and potential strategies‎]]

The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

=Stakeholder Matrix=
[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories]]

The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the figure to the left is shown such a matrix divided into four boxes; A, B, C, D.

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of your stakeholders and provide insight as to how to best engage them.

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T08:47:03Z

Alise: /* How to make a Stakeholder Analysis Matrix */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. Stakeholder analysis is the method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches.

=Process=
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

==Limitations==
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness.

=Stakeholder Analysis=
[[File:Stakeholder-analysis-12-728.jpg‎‎ |thumb|right|350px|'''Figure 1''' A Stakeholder Analysis Matrix including who the stakeholders are, their interests, impact, and potential strategies‎]]

The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

=Stakeholder Matrix=
[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories]]

The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the figure to the left is shown such a matrix divided into four boxes; A, B, C, D.

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>''

The first column lists the stakeholders, while the second their stake in the project. Their mandate in the project refers to the limits of each stakeholder's stake in the resource. In column three describe each stakeholder's potential role in the project. If the stakeholder is marginalized, this is listed in column four (women, ethnic minority, youth etc.) "''Marginalized stakeholders lack the recognition or capacity to participate in collaboration efforts on an equal basis, and particular effort must be made to ensure and enable their participation.''"<ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref> In the last column, list which stakeholders that are key to the project/program. These would be the ones that have much power, authority, or responsibility.

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of your stakeholders and provide insight as to how to best engage them.

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T08:38:41Z

Alise: /* How to make a Stakeholder Analysis Matrix */

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. Stakeholder analysis is the method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches.

=Process=
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

==Limitations==
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness.

=Stakeholder Analysis=
[[File:Stakeholder-analysis-12-728.jpg‎‎ |thumb|right|350px|'''Figure 1''' A Stakeholder Analysis Matrix including who the stakeholders are, their interests, impact, and potential strategies‎]]

The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

=Stakeholder Matrix=
[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories]]

The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the figure to the left is shown such a matrix divided into four boxes; A, B, C, D.

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key?
|-
| ... || ... || ... || ... || ...
|-
| ... || ... || ... || ... || ...
|}

''Table 2 Stakeholder Analysis Matrix''

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of your stakeholders and provide insight as to how to best engage them.

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T08:37:28Z

Alise:

Stakeholders are referred to as actors (persons or organizations) with a vested interest in the decision or policy that is being promoted. Stakeholder analysis is the method or process used to identify these actors or key individuals/groups that will have an affect on a project, and how to win them over.
Stakeholder analysis allows policy and/or decision makers to interact more effectively with key stakeholders; detect and act to prevent potential misunderstandings about and/or opposition to the policy or program; and increase support for a given policy or program.

=Background=
Freeman <ref>Freeman, R,E. 1984. Strategic Management: A Stakeholder Approach. Boston, MA: Pitman.</ref> published in 1984, ''Strategic Management: A Stakeholder Approach''. It was a landmark of a book and since then there has been many books and articles with the main emphasis on the stakeholder concept. Thomas Donaldson and Lee E. Preston (1995), from Georgetown and Maryland University, has presented three aspects of stakeholder theory. These are as follows:

* '''Descriptive/empirical theory:''' When stakeholder theory is descriptive, it means that it presents a model describing what the corporation is. Questions that may arise when working with this theory may be such as: Is the model used by the corporation more descriptive than that of the rival corporation? If so, do observers and practitioners see it that way? How is the corporation actually managed?

* '''Instrumental theory:''' If there is any connection between stakeholder management and the organization, the organization will benefit from taking stakeholders under consideration. Many instrumental studies that make references to stakeholder perspective, use conventional methodologies. Other studies are based on direct observation and interviews.

* '''Normative theory:''' It is the fundamental basis, and evaluates why a company/organization should consider their stakeholders. This study has dominated the classic stakeholder theory since the beginning. <ref>Donaldson, T., and LE Preston. 1995. “The stakeholder theory of the corporation - Concepts, evidence and implications”. Academy of management review 20 (1): 65-91.</ref>

These theories are all used in stakeholder analysis, whether it depends on need and/or interest. Different companies/organizations will use different approaches.

=Process=
The first and most important thing to do when analyzing your stakeholders is to figure out who your stakeholders are. They are important to your project or policy and they can have an affect (both positive and negative) depending on where your focus is. The next step is to figure out their power, interest and influence. Finally, develop a good understanding of the most important stakeholders. This way you know how they will respond, and how you can win their support. <ref name="Mind Tools"> The Tool Team (2015)United Kingdom.</ref>

'''1. Identify stakeholders'''

The use of stakeholders is important to identify which are likely to be affected and which will affect the activity of the organization. In this first step brainstorming is the way to go. Think of all the people that are affected by the work in progress. Who has an interest in it, how has power over it, etc. The table below includes people or organizations that might be stakeholders.

{| class="wikitable"
!Colspan="2"|Possible Stakeholders
|-
!Style="width: 50%"|
!
|-
|Boss
|Senior executives
|-
|Coworkers
|Team
|-
|Shareholders
|Alliance partners
|-
|Suppliers
|Lenders
|-
|Analysts
|Future recruits
|-
|Customers
|Prospective customers
|-
|Governments
|Trades associations
|-
|The press
|Interest group
|-
|The public
|The community
|-
|Family
|
|}

''Table 1 Possible Stakeholders''

'''2. Prioritize stakeholders'''

Assess how the stakeholders could be impacted or have an impact upon the organization. The stakeholders that will or will not somehow affect the work has to be mapped out. Figure out who wants to hurt the project and who wanted to help. This is done with a stakeholder matrix and described further down.

'''3. Understand key stakeholders'''

Identify the stakeholders' 'success criteria' by anticipating the consequences of any change in the organization's activities. How will they feel about any changes in the work? And how can the company/organization engage them for a positive outcome? Talk to the stakeholders directly. When being open about things it will build a successful relationship with them.

==Limitations==
There are some limitations when working with stakeholder. Depending on the level of detail on the work the company/organizations is doing, the amount of stakeholders will usually be somewhere between 15 and 50. This means that there will be a lot of work when analyzing the stakeholders.
When understanding the stakeholders there are some parameters that are difficult to obtain, such as interest in the project and influence. These conditions might have to be assumed, which means that the analysis will have a limited robustness.

=Stakeholder Analysis=
[[File:Stakeholder-analysis-12-728.jpg‎‎ |thumb|right|350px|'''Figure 1''' A Stakeholder Analysis Matrix including who the stakeholders are, their interests, impact, and potential strategies‎]]

The stakeholder analysis can be useful in the way that policymakers and managers can identify key players and assess their knowledge, interest, position, alliance, and importance to the project or policy. By using the analysis, managers can interact more effectively with key stakeholders and increase their support. The stakeholder analysis is conducted before a program is implemented. This allows managers or policymakers to prevent potential misunderstandings about and/or oppositions to the program or policy. <ref name="Stakeholder Analysis Guidelines"> Schemeer, 1999 "Schemeer, K. (1999). Stakeholder Analysis Guidelines."</ref>

The analysis characterizes stakeholders and provides the information that is needed for a manager to know where his focus should be during the program or policy. The analysis includes the stakeholders’ interests in the project, positions for or against it, potential alliances with other stakeholders, and also their ability to affect the process.<ref name="Stakeholder Analysis">‎Raybould, 2009 "Raybould, S. (2009, 07 23). Stakeholder Analysis."Birmingham Metropolitan College</ref> When this analysis is done ''before'' a project, managers can find possible misunderstandings and act accordingly. When the stakeholder analysis is used as a guide while the project is running, it is more likely to succeed.

=Stakeholder Matrix=
[[File:Stakeholder_analysis_matrix.gif|thumb|right|350px|'''Figure 2''' A stakeholders matrix showing which overall strategy one should choose for each of the four categories]]

The usual method of stakeholder analysis is a stakeholder matrix. Stakeholders are plotted against two variables; importance of stakeholder and influence of stakeholder. In the figure to the left is shown such a matrix divided into four boxes; A, B, C, D.

'''Box A'''

These stakeholders have a high degree of influence and they are important to the project at hand. The organization or company has to please this group of stakeholders to ensure their positive support.

'''Box B'''

These are stakeholders of high importance to the success of the project, but not some much influence. If their interests are to be protected, they require some initiatives. These groups might be users of a new place, that do not have much voice in the development.

'''Box C'''

Stakeholders in this box have a high influence. This means that they can affect the project outcome, but the overall goal is not necessarily aligned with the interests of the right people.

'''Box D'''

Stakeholders that are in this box are of low priority and do not require much evaluation or monitoring. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

==How to make a Stakeholder Analysis Matrix==

1. Make a list of all stakeholders

2. Write the name of each stakeholder on a post-it note or index card

3. Rank the stakeholders on a scale of one to five, according to one of the criteria on the matrix, such as ‘interest in the project outcomes’ or ‘interest in the subject’

4. Keeping this ranking for one of the criteria, plot the stakeholders against the other criteria of the matrix. This is where using post-it notes or removable cards are useful

5. Ask the following questions:

* Are there any surprises?
* Which stakeholders do we have the most/least contact with?
* Which stakeholders might we have to make special efforts to ensure engagement? <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>

WWF has made a stakeholder analysis matrix where they explain benefits, when to use it, and how to develop it. Some of their insight is listed below.

Stakeholder analysis is important and can help identify <ref name="WWF Stakeholder Analysis"> Sourcebook for WWF Standards "WWF for a living planet. (2005, 10)." WWF-US</ref>:

* Interests of all stakeholders who may affect or be affected
* Potential conflicts or risks
* Opportunities and relationships that can be built
* Groups that should be encouraged to participate

Stakeholder participation:

* Gives people some say over how projects affect their lives
* Is essential for sustainability
* Generates a sense of ownership
* Builds capacity and enhances responsibility

Following is a table that WWF use when analyzing their stakeholders in an up-coming project or program.

{| class="wikitable"
|-
! Stakeholders !! Stake/Mandate !! Potential Role in Project !! Marginalized? !! Key
|-
| || || || ||
|-
| || || || ||
|}

''Table 2 Stakeholder Analysis Matrix''

=Discussion=
Using stakeholder analysis to come up with a stakeholder matrix is not only a way to provide a clearer understanding of which stakeholders you have, but also how to engage these stakeholders into working in the right direction and towards a mutual goal. Outcomes of a well-planned stakeholder matrix are better project outcomes, and in the long run, better community engagement plans.

On one side, when using stakeholder analysis and matrices, there are some benefits. The methods used are easy to understand and simple to apply to any situation. On the other hand, there are some challenges and uncertainties. As explained previously, when plotting the stakeholders in the influence/interest matrix, it can be difficult to know how much influence and how interested they are in the project at hand. Therefore, it is important to talk directly to each stakeholder and figure out what they or their organization can do.

One of the strengths of the stakeholder analysis is that it can be used very early for projects, or as a development plan in the later stages. A weakness is that this tool is very dependent on the data that is collected, and it may vary from person and situation begin used. <ref name="Tool Kit"‎> Stakeholder Analysis-Stakholder Matrix "Department of Environment and Primary Industries.(2013, 04 26)." The State of Victoria</ref>
‎

=Conclusion=
As should be clear from the article, the main objective of the stakeholder analysis and matrices is to provide a clearer understanding of your stakeholders and provide insight as to how to best engage them.

=References=

<references/>

Stakeholder Analysis and Matrices

2015-09-28T07:39:59Z

Alise:

Stakeholder Analysis and Matrices

2015-09-28T07:38:10Z

Alise: /* Discussion */

Stakeholder Analysis and Matrices

2015-09-28T07:32:06Z

Alise: /* Process */

Stakeholder Analysis and Matrices

2015-09-28T07:31:11Z

Alise: /* Process */

Stakeholder Analysis and Matrices

2015-09-28T07:26:15Z

Alise:

Stakeholder Analysis and Matrices

2015-09-28T07:02:13Z

Alise: /* Background */

Stakeholder Analysis and Matrices

2015-09-27T12:26:52Z

Alise:

Stakeholder Analysis and Matrices

2015-09-27T12:12:45Z

Alise:

Stakeholder Analysis and Matrices

2015-09-27T12:12:00Z

Alise:

Stakeholder Analysis and Matrices

2015-09-25T13:46:30Z

Alise:

Stakeholder Analysis and Matrices

2015-09-23T07:13:40Z

Alise: /* Stakeholder Analysis */

Stakeholder Analysis and Matrices

2015-09-23T07:12:34Z

Alise: /* Stakeholder Matrix */

Talk:Multi project management

2015-09-22T15:38:03Z

Alise:

Josef: Hello, thank you for the abstract. "Multi project management" is a fairly broad category. I suggest that you re-think after todays program management lecture if you would like to take a program management or portfolio management angle. All the topics you raise are relevant, but there are also potentially a lot more that you could cover. So it is not entirely clear to me why you chose that particular subset. I would suggest to either focus on one particular aspect, or provide a more high-level overview that can then be "complete". Also please make sure to follow the suggested structure.

Reviewer 3: Alise

* A well-written article and nice structure.
* I don’t think you should use “I” and “we” in the article. It is supposed to be objective, and makes it look less professional.
* Try not to use questions. Try to structure it in a different way.
* I like the sentence you use to explain the difference. But since you have made it such a big deal, maybe use the italic or bold to highlight it.
* Try to stay away from words like “actually”, “just” and “only”. Depending on how they are used in a sentence it may not sound very professional.
* What are the 2 steps before reaching a Program Management point of view? Tell the reader where he or she will read about it.
* I like the pictures and how they relate to the text. They are not, however, directly mentioned in the text.
* Earlier, it was not right to start a sentence with “and” or “but”. This has changed, but you might just be aware of it and not use it all the time.
* Some sentences are very long. Try to shorten them.
* Remember references!

Talk:Lean Tools in Project Management

2015-09-22T15:10:25Z

Alise:

Mette: I like the idea and the topic you have chosen. Lean contains many tools, so you could maybe consider if you should focus on only one tool in case of not getting your hands too full. Your article may end up a bit generic, and not as interesting as it could be because it is too broad. So think about tool for risk management and then pick one you can really go into details with.

Reviewer 2: Alise

* Nicely structured. It is clean and has a good overview.
* There are some sentences that can be written better. F. Ex. “but during the past years have lean been established….” Which would be better when written like this “but during the past years lean has been established… “
* You should not write that something is impossible. If it is a process for something to be done, it does not encourage anyone when they read the word “impossible”. (Seek perfection)
* When writing about “From Lean to Lean Project Management”, the first sentence does not make much sense. What are you writing a brief summary about? Also, a summary would be more than four bullet points. It would explain something, either what you will write about or what you have written about.
* The definition of project management should be all the way at the top. People need to know what they are reading about. Also, make it clear what the definition actually is, and where it ends. Maybe start the next sentence as a new paragraph.
* “The 8 different relates to production” – 8 what?
* I don’t think you should use questions in the article.
* What is an A3 tool? A description of this would be good if it is a lean tool.
* Some pictures of the different tools would be nice.
* What is a leader imagination? (The Gemba Walk)
* Some of the examples you have used are a little too specific.
* See difference; effect vs. affect.
* You are not close to the 3000 word count yet, but keep working!
* Remember references!
* The article needs some more work, and be aware of grammar and structure of sentences. Try not to use very long sentences as it makes it difficult to read.

Talk:Metra Potential Method

2015-09-22T15:09:17Z

Alise:

Anna: Nice choice of method, you seem to have understood the requirements to both topic and structure, so I don't have any further comments.

Reviewer 1: Alise

* The layout of this article is very nice, and I like that it has pictures to help explain.
* When MPM is mentioned, why write Potential Metra Methods, and not Metra Potential Methods, as stated in the heading?
* Writing the two last sentences about Bernard Roy seems kind of messy when it’s at the bottom of the subject, when you mention him in the beginning without giving him much attention.
* I don’t think you should use “… “after any sentence. (See Overview)
* I found the description in “List of task” not very easy to follow. Maybe structure this in another way?
* Why isn’t the method for calculating the duration of tasks not specified? Doesn’t it include in the implementation of the MPM?
* I had some problems understanding how to calculate “earliest start”
* You have some sentences that could be written better. For example: “It results that bigger is the number of critical tasks with respect to the total number of tasks, lower is the elasticity of the project.” You should write: “The result of this will be that the bigger the numbers of critical tasks with respect to the total number of tasks, the lower the elasticity of the project.” (this is just one)
* Try not to use very long sentences as it makes it more difficult to follow.
* Remember references!
* I like how you have compared the MPM method to both the Gantt and the PERT method.

Talk:Lean Tools in Project Management

2015-09-22T15:08:44Z

Alise:

Mette: I like the idea and the topic you have chosen. Lean contains many tools, so you could maybe consider if you should focus on only one tool in case of not getting your hands too full. Your article may end up a bit generic, and not as interesting as it could be because it is too broad. So think about tool for risk management and then pick one you can really go into details with.

Reviewer 2: Alise

* Nicely structured. It is clean and has a good overview.
* There are some sentences that can be written better. F. Ex. “but during the past years have lean been established….” Which would be better when written like this “but during the past years lean has been established… “
* You should not write that something is impossible. If it is a process for something to be done, it does not encourage anyone when they read the word “impossible”. (Seek perfection)
* When writing about “From Lean to Lean Project Management”, the first sentence does not make much sense. What are you writing a brief summary about? Also, a summary would be more than four bullet points. It would explain something, either what you will write about or what you have written about.
* The definition of project management should be all the way at the top. People need to know what they are reading about. Also, make it clear what the definition actually is, and where it ends. Maybe start the next sentence as a new paragraph.
* “The 8 different relates to production” – 8 what?
* I don’t think you should use questions in the article.
* What is an A3 tool? A description of this would be good if it is a lean tool.
* Some pictures of the different tools would be nice.
* What is a leader imagination? (The Gemba Walk)
* Some of the examples you have used are a little too specific.
* See difference; effect vs. affect.
* Remember references!
* The article needs some more work, and be aware of grammar and structure of sentences. Try not to use very long sentences as it makes it difficult to read.

Talk:Metra Potential Method

2015-09-22T14:47:40Z

Alise:

Anna: Nice choice of method, you seem to have understood the requirements to both topic and structure, so I don't have any further comments.

Reviewer 1: Alise

* The layout of this article is very nice, and I like that it has pictures to help explain.
* When MPM is mentioned, why write Potential Metra Methods, and not Metra Potential Methods, as stated in the heading?
* Writing the two last sentences about Bernard Roy seems kind of messy when it’s at the bottom of the subject, when you mention him in the beginning without giving him much attention.
* I don’t think you should use “… “after any sentence. (See Overview)
* I found the description in “List of task” not very easy to follow. Maybe structure this in another way?
* Why isn’t the method for calculating the duration of tasks not specified? Doesn’t it include in the implementation of the MPM?
* I had some problems understanding how to calculate “earliest start”
* You have some sentences that could be written better. For example: “It results that bigger is the number of critical tasks with respect to the total number of tasks, lower is the elasticity of the project.” You should write: “The result of this will be that the bigger the numbers of critical tasks with respect to the total number of tasks, the lower the elasticity of the project.” (this is just one)
* Remember references!
* I like how you have compared the MPM method to both the Gantt and the PERT method.

Talk:Metra Potential Method

2015-09-22T13:56:53Z

Alise:

Anna: Nice choice of method, you seem to have understood the requirements to both topic and structure, so I don't have any further comments.

Reviewer 1: Alise

* The layout of this article is very nice, and I like that it has pictures to help explain.
* When MPM is mentioned, why write Potential Metra Methods, and not Metra Potential Methods, as stated in the heading?
* Writing the two last sentences about Bernard Roy seems kind of messy when it’s at the bottom of the subject, when you mention him in the beginning without giving him much attention.
* I don’t think you should use “… “after any sentence. (See Overview)
* I found the description in “List of task” not very easy to follow. Maybe structure this in another way?
* Why isn’t the method for calculating the duration of tasks not specified? Doesn’t it include in the implementation of the MPM?
* I had some problems understanding how to calculate “earliest start”
* You have some sentences that could be written better. For example: “It results that bigger is the number of critical tasks with respect to the total number of tasks, lower is the elasticity of the project.” You should write: “The result of this will be that the bigger the numbers of critical tasks with respect to the total number of tasks, the lower the elasticity of the project.” (this is just one)
* I like how you have compared the MPM method to both the Gantt and the PERT method.

Stakeholder Analysis and Matrices

2015-09-22T13:06:37Z

Alise:

Stakeholder Analysis and Matrices

2015-09-22T13:05:42Z

Alise:

Stakeholder Analysis and Matrices

2015-09-22T12:17:06Z

Alise:

Stakeholder Analysis and Matrices

2015-09-22T12:16:40Z

Alise: /* Discussion */

Stakeholder Analysis and Matrices

2015-09-22T12:15:54Z

Alise: /* Background */