Example APPPM 2020

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'''Salience Model '''
 
'''Salience Model '''
  
Salience Model is a tool used to classify relevant stakeholders, with the purpose of deciding how to monitoring the further stakeholder management. This classification is based on assessments of their power, urgency and legitimacy. The Salience Model is useful for large complex communities of stakeholders or where there are complex networks of relationships within the community. It is also useful in determining the relative importance of the identified stakeholders.  
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Salience Model is a tool used to classify relevant stakeholders, with the purpose of deciding how to monitoring further stakeholder management. This classification is based on assessments of their power, urgency, and legitimacy. The Salience Model is useful for projects, programs or portfolios with a large complex number of stakeholders or if complex networks of relationships have to be monitored. It is also useful in determining the relative importance of the identified stakeholders.  
  
 
Furthermore, chapter 13 provides relevant knowledge on how to monitor stakeholder engagement.  
 
Furthermore, chapter 13 provides relevant knowledge on how to monitor stakeholder engagement.  

Revision as of 16:11, 18 February 2020

Collention of tools

Salience Model

Salience Model is a tool used to classify relevant stakeholders, with the purpose of deciding how to monitoring further stakeholder management. This classification is based on assessments of their power, urgency, and legitimacy. The Salience Model is useful for projects, programs or portfolios with a large complex number of stakeholders or if complex networks of relationships have to be monitored. It is also useful in determining the relative importance of the identified stakeholders.

Furthermore, chapter 13 provides relevant knowledge on how to monitor stakeholder engagement.

[1]

References

  1. Project Management Institute, Inc (PMI). (2017). Guide to the Project Management Body of Knowledge (PMBOK® Guide), (6th Edition), (chap. 13).
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