Stakeholder Identification and Categorization

Revision as of 22:51, 21 March 2022

Abstract

‘Stakeholders’ generally means any group or individual who can affect or is affected by the achievement of the organization’s objectives. ^[1] Stakeholder analysis is an essential part of project management, which can help recognize the people related to the project, so that project managers can analyze the impacts of different stakeholders, get more support and resources to facilitate the project. It is important to analyze stakeholders early in the project because it can provide a guide to decide the direction for a project.

This article explains how to identify and categorize the stakeholders by introducing the definition, purposes, applications, and limitations, aiming to provide readers with a guide to apply the methods.

Definition

Stakeholder is a group, corporate, organization, member, or system that affects or can be affected by an organization's actions. ^[2]. Stakeholders can also be defined as actors who have an interest in the issue under consideration, who are affected by the issue, or who – because of their position – have or could have an active or passive influence on the decision-making and implementation processes^[3].

Stakeholder analysis comprises different methods, processes and has developed a lot of tools utilized in different industrials and business structure. Whatever approach is used, there are three essential steps in stakeholder analysis:
1) Identifying the key stakeholders and their interests.
2) Assessing the influence of, importance of, and level of impact upon each stakeholder;
3) Identifying how best to engage stakeholders ^[4].

The processes of stakeholder identification and categorization mainly belongs to the first two steps.

Purpose

Stakeholder analysis has many benefits for projects, not only in improving the satisfaction of those involved with or related to the project, but also in the progress and outcomes of the project.

On the one hand, stakeholder engagement can achieve mutual understanding and trust between the organization and the stakeholders in order to achieve a comfortable relationship of coexistence and mutual success. ^[5] Considering the expectation and concerns from people related to the project is important to increase the reputation of the project and influence the process. Meanwhile, some stakeholders have veto power to some key decisions, which can also impact the execution and results. So, it is essential to figure out the key stakeholders, the impacts from different stakeholders, the purpose of engaging them, and their expectations.

On another hand, it can provide project managers with more comprehensive views to estimate risks that could happen in the future. Firstly, transitions between phases of a project have significant impacts on stakeholders. For example, project ramp-up from scoping to construction is particularly dramatic. There is usually a sharp increase in employees, construction activity, traffic, dust, noise, and other impacts. The reverse is true for transition from construction to operations where there could be job losses and a decrease in the local economy.Cite error: Closing </ref> missing for <ref> tag. This part aims to introduce three useful tools, including Stakeholder map (circle style), Interest / influence matrix, and System map.

Stakeholder map (circle style)

Stakeholder map is a representation of all the stakeholder involved in a project, aimed at clarifying roles and relationships . ^[6] The activity of mapping stakeholders or “key connectors” is not only used to identify stakeholders but also to measure or predict their potential of influence and impact (Bourne and Walker, 2005; Walker, Bourne and Shelley, 2008).

Stakeholder map (interest / influence matrix)

Depending on the specific need, the map can be created as a simple quadrant with two axis (level of influence and level of interest or engagement in the process).

System map

A system map is a synthetic representation that shows in one single frame all the different actors involved in a service delivery, and their mutual links. The system map clarifies how the different service components and roles are connected one to the other, highlighting the values they exchange ^[7].

The use of system map is a well-established tool in detect gaps and opportunities in a project.

Limitations

Although it is important to engage stakeholders and get their feedback, it is not always beneficial as it may influence and alter the stakeholder’s position, reducing the utility of the analysis. Feedback of outputs may also be inappropriate if the stakeholders are in a position to influence or control the outcome of the analysis, where a preliminary assessment is not favorable to them.^[8].

Conclusion

Stakeholder engagement has a large range, not all can be included and considered. The challenge for a project is to listen to the “right” stakeholders in the right way and make the right decision depending on the topic. This is especially relevant when it comes to corporate responsibility for sustainability. Balancing different interests， identify the types of stakeholders and deciding how to communicate with them is eventually forms the foundations for the result of the project.

References

1. ↑ R. Edward, Freeman, and Mcvea John. a Stakeholder Approach to Strategic Management.,ResearchGate, Jan. 2001, SSRN Electronic.
2. ↑ Wikipedia Contributors. . Wikipedia, Wikimedia Foundation, 9 Oct. 2018, en.wikipedia.org/wiki/Stakeholder. Accessed 11 Dec. 2018.
3. ↑ Varvasovszky, Z. A Stakeholder Analysis., Health Policy and Planning, vol. 15, no. 3, 1 Sept. 2000, pp. 338–345
4. ↑ Golder, B, and Gawler, M. Cross-Cutting Tool Stakeholder Analysis. World Wildlife Fund, 1 Oct. 2005.
5. ↑ Mcphee, Wayne, and Sabrina M Dias. "Integrating Sustainability into Major Projects: Best Practices and Tools for Project Teams. Hoboken", Nj, John Wiley & Sons, Inc, 2020
6. ↑ Giordano Fanny, Morelli Nicola, De Götzen Amalia, Hunziker Judith. "The stakeholder map: A conversation tool for designing people-led public services", 2018
7. ↑ Nicola Morelli, "New representation techniques for designing in a systemic perspective, paper presented at Design Inquires", Stokholm, 2007.
8. ↑ Varvasovszky, Z. "A Stakeholder Analysis." Health Policy and Planning, vol. 15, no. 3, 1 Sept. 2000, pp. 338–345