Mapping stakeholders - Revision history

Tkokotas at 12:11, 20 December 2018

2018-12-20T12:11:55Z

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	~~[[Category:Stakeholder Analysis]]~~		''Developed by Maria Briceno Gomez''


	Stakeholders Mapping is the term used to describe the process of graphically analyzing stakeholders in order to understand them from different points of view. In that way, various analyses should be carried out, for better comprehension.		Stakeholders Mapping is the term used to describe the process of graphically analyzing stakeholders in order to understand them from different points of view. In that way, various analyses should be carried out, for better comprehension.
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	<ref name="Johnson"> Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring corporate strategy: text & cases. Pearson Education. </ref>		<ref name="Johnson"> Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring corporate strategy: text & cases. Pearson Education. </ref>
	<ref name="Lust"> Lusthaus, C., Adrien, M. H., Anderson, G., & Carden, F. (1999). Enhancing Organisational performance. A toolbox for self assessment, IDRC. </ref>		<ref name="Lust"> Lusthaus, C., Adrien, M. H., Anderson, G., & Carden, F. (1999). Enhancing Organisational performance. A toolbox for self assessment, IDRC. </ref>

			[[Category:Stakeholder Analysis]]

Lugama3 at 22:43, 1 December 2014

2014-12-01T22:43:29Z

← Older revision		Revision as of 22:43, 1 December 2014
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	[[Category:Stakeholder Analysis]]		[[Category:Stakeholder Analysis]]

	Stakeholders Mapping is the term used to describe the process of graphically analyzing stakeholders in order to understand them from different points of view. In that way, various analyses should be carried out, for better comprehension.		Stakeholders Mapping is the term used to describe the process of graphically analyzing stakeholders in order to understand them from different points of view. In that way, various analyses should be carried out, for better comprehension.
	During research, it is common to develop ways of presenting the data that has been collected. The organization of data allows classifying and reviewing the information for obtaining valuable information. The representation of the content allows comparing and contrasting with the known data collected, or simply allows others to absorb or understand the data more easily. In the world of construction new projects, the most effective presentation of the data is graphical or pictorial <ref name= "Chinyio"/>.		During research, it is common to develop ways of presenting the data that has been collected. The organization of data allows classifying and reviewing the information for obtaining valuable information. The representation of the content allows comparing and contrasting with the known data collected, or simply allows others to absorb or understand the data more easily. In the world of construction new projects, the most effective presentation of the data is graphical or pictorial <ref name= "Chinyio"/>.

			''also refer to: [[Stakeholder Analysis]]''

	==Objectives <ref name= "Chinyio"/>==		==Objectives <ref name= "Chinyio"/>==

Lugama3 at 22:22, 1 December 2014

2014-12-01T22:22:40Z

← Older revision		Revision as of 22:22, 1 December 2014
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	[[Category:Stakeholder Analysis]]		[[Category:Stakeholder Analysis]]
	Stakeholders Mapping is the term used to describe the process of graphically analyzing stakeholders in order to understand them from different points of view. In that way, various analyses should be carried out, for better comprehension.		Stakeholders Mapping is the term used to describe the process of graphically analyzing stakeholders in order to understand them from different points of view. In that way, various analyses should be carried out, for better comprehension.
	During research, it is common to develop ways of presenting the data that has been collected. The organization of data allows classifying and reviewing the information for obtaining valuable information. The representation of the content allows comparing and contrasting with the known data collected, or simply allows others to absorb or understand the data more easily. In the world of construction projects, the most effective presentation of the data is graphical or pictorial <ref name= "Chinyio"/>.		During research, it is common to develop ways of presenting the data that has been collected. The organization of data allows classifying and reviewing the information for obtaining valuable information. The representation of the content allows comparing and contrasting with the known data collected, or simply allows others to absorb or understand the data more easily. In the world of construction new projects, the most effective presentation of the data is graphical or pictorial <ref name= "Chinyio"/>.

	==Objectives <ref name= "Chinyio"/>==		==Objectives <ref name= "Chinyio"/>==

Lugama3: /* The Power/Interest Grid */

2014-12-01T22:02:19Z

The Power/Interest Grid

← Older revision		Revision as of 22:02, 1 December 2014
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	===The Power/Interest Grid <ref name="Johnson"/> ===		===The Power/Interest Grid <ref name="Johnson"/> ===

	The Power/Interest Grid (Figure 2), is a tool to identify the expectations and power of stakeholders~~, and~~ helps in the understanding of political priorities. Power is defined as the level of authority of a stakeholder in a project, ~~and Influence~~ is de level of involvement by the interested parties.		The Power/Interest Grid (Figure 2), is a tool used to identify the expectations and power of stakeholders that helps in the understanding of political priorities. Power is defined as the level of authority of a stakeholder in a project, whereas influence is de level of involvement by the interested parties.

	[[File:Power_influence_grid.png\|600px]]		[[File:Power_influence_grid.png\|600px]]
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	====Interpretation of the quadrants====		====Interpretation of the quadrants====

	Depending on the levels of power / interest~~. Can~~ be ~~take action differently~~ for each stakeholder.		Depending on the levels of power / interest, different actions should be taken for each stakeholder:

	* '''Minimal Effort:''' ~~Because they~~ have low power and influence, it should not spend much time or effort on them.		* '''Minimal Effort:''' for those who have low power and influence, it should not spend much time or effort on them.
	* '''Key Player:''' They are the one who must be more ~~taken~~ into account; they must have the major acceptability in the strategies taken for the project.		* '''Key Player:''' They are the one who must be taken more seriously into account; they must have the major acceptability in the strategies taken for the project.
	* '''Keep Informed:''' They have the ability to influence the attitude of the most powerful stakeholders. Their needs can be met by information.		* '''Keep Informed:''' They have the ability to influence the attitude of the most powerful stakeholders. Their needs can be met by information.
	* '''Keep Satisfied:''' They are relatively passive stakeholders, but in case of poor decision-making, they can become to an interested party with high power and influence.		* '''Keep Satisfied:''' They are relatively passive stakeholders, but in case of poor decision-making, they can become to an interested party with high power and influence.

Lugama3: /* Interpretation of the quadrants */

2014-12-01T21:37:03Z

Interpretation of the quadrants

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	* '''Minimal Effort:''' Because they have low power and influence, it should not spend much time or effort on them.		* '''Minimal Effort:''' Because they have low power and influence, it should not spend much time or effort on them.
	* '''Key Player:''' They are the one who must be more taken into account; they must have the major acceptability in the strategies taken for the project.		* '''Key Player:''' They are the one who must be more taken into account; they must have the major acceptability in the strategies taken for the project.
	* '''Keep Informed:''' They have the ability to influence the attitude of the most powerful stakeholders.		* '''Keep Informed:''' They have the ability to influence the attitude of the most powerful stakeholders. Their needs can be met by information.
	Their needs can be met by information.
	* '''Keep Satisfied:''' They are relatively passive stakeholders, but in case of poor decision-making, they can become to an interested party with high power and influence.		* '''Keep Satisfied:''' They are relatively passive stakeholders, but in case of poor decision-making, they can become to an interested party with high power and influence.

Lugama3: /* The Power/Interest Grid */

2014-12-01T21:36:44Z

The Power/Interest Grid

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 * Help to channel spending time and energy on the correct parties.
 * Create strategies per level of influence to avoid stakeholder conflicts.
 ===Stakeholder Assessment <ref name="Lust"/>===

Lugama3: /* The Power/Interest Grid */

2014-12-01T20:44:29Z

The Power/Interest Grid

← Older revision		Revision as of 20:44, 1 December 2014
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	The Power/Interest Grid (Figure 2), is a tool to identify the expectations and power of stakeholders, and helps in the understanding of political priorities. Power is defined as the level of authority of a stakeholder in a project, and Influence is de level of involvement by the interested parties.		The Power/Interest Grid (Figure 2), is a tool to identify the expectations and power of stakeholders, and helps in the understanding of political priorities. Power is defined as the level of authority of a stakeholder in a project, and Influence is de level of involvement by the interested parties.

			[[File:Power_influence_grid.png\|600px]]


	*How ''~~interested~~'' ~~each stakeholder is to show their expectations about the purposes and the choice of specific strategies~~ of the ~~organization.~~		'''The main purpose''' of the Power/Interest Grid is:

	*~~Whether that stakeholders have~~ the ~~''power''~~ to ~~do it~~.		* Establish a relationship between the interested parties and quadrants of the matrix.
			* Have a clearer perspective on whom to manage closer and who requires less effort.
			* Prioritize the stakeholders’ requests.
			* Help to channel spending time and energy on the correct parties.
			* Create strategies per level of influence to avoid stakeholder conflicts.

	===Stakeholder Assessment <ref name="Lust"/>===		===Stakeholder Assessment <ref name="Lust"/>===

Lugama3: /* Stakeholder Assessment */

2014-12-01T20:21:42Z

Stakeholder Assessment

← Older revision		Revision as of 20:21, 1 December 2014
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	The main objective of this tool is to assist on the mapping of the stakeholders and their interests in the project. It can be used to analyze and evaluate the importance of the project or organization, and assess the environment.		The main objective of this tool is to assist on the mapping of the stakeholders and their interests in the project. It can be used to analyze and evaluate the importance of the project or organization, and assess the environment.

	Each stakeholder might have several roles in the evaluation. These can be listed using the following table format (Figure 2):		Each stakeholder might have several roles in the evaluation. These can be listed using the following table format (Figure 3):

	[[File:Stakeholder_Assessment-02.png\|600px]]		[[File:Stakeholder_Assessment-02.png\|600px]]

Lugama3: /* The Power/Interest Grid */

2014-12-01T20:21:20Z

The Power/Interest Grid

← Older revision		Revision as of 20:21, 1 December 2014
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	===The Power/Interest Grid <ref name="Johnson"/> ===		===The Power/Interest Grid <ref name="Johnson"/> ===

	The Power/Interest Grid ~~helps~~ to identify the expectations and power of stakeholders, and helps in the understanding of political priorities. ~~The importance~~ of ~~two issues were highlighted:~~		The Power/Interest Grid (Figure 2), is a tool to identify the expectations and power of stakeholders, and helps in the understanding of political priorities. Power is defined as the level of authority of a stakeholder in a project, and Influence is de level of involvement by the interested parties.



	*How ''interested'' each stakeholder is to show their expectations about the purposes and the choice of specific strategies of the organization.		*How ''interested'' each stakeholder is to show their expectations about the purposes and the choice of specific strategies of the organization.

Lugama3: /* References */

2014-12-01T19:36:10Z

References

← Older revision		Revision as of 19:36, 1 December 2014
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	==References==		==References==
			<references>

	<ref name="Chinyio"> Chinyio, E., & Olomolaiye, P. (Eds.). (2009). Construction stakeholder management. John Wiley & Sons. </ref>		<ref name="Chinyio"> Chinyio, E., & Olomolaiye, P. (Eds.). (2009). Construction stakeholder management. John Wiley & Sons. </ref>
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	<ref name="Johnson"> Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring corporate strategy: text & cases. Pearson Education. </ref>		<ref name="Johnson"> Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring corporate strategy: text & cases. Pearson Education. </ref>
	<ref name="Lust"> Lusthaus, C., Adrien, M. H., Anderson, G., & Carden, F. (1999). Enhancing Organisational performance. A toolbox for self assessment, IDRC. </ref>		<ref name="Lust"> Lusthaus, C., Adrien, M. H., Anderson, G., & Carden, F. (1999). Enhancing Organisational performance. A toolbox for self assessment, IDRC. </ref>

	~~<references />~~