http://wiki.doing-projects.org/index.php?title=Stakeholder_Analysis&feed=atom&action=historyStakeholder Analysis - Revision history2024-03-28T21:09:31ZRevision history for this page on the wikiMediaWiki 1.19.0http://wiki.doing-projects.org/index.php?title=Stakeholder_Analysis&diff=60571&oldid=prevTkokotas at 11:17, 20 December 20182018-12-20T11:17:05Z<p></p>
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<tr><td colspan="2"> </td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div><ins style="color: red; font-weight: bold; text-decoration: none;">''Developed by Christian Nerup Sørensen''</ins></div></td></tr>
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<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>'''Summary:'''  </div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>'''Summary:'''  </div></td></tr>
<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>A stakeholder can shortly be defined as one that can affect or be affected by the actual project, program or portfolio. A stakeholder can therefore be an employee or a customer - but also a union or a local society.</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>A stakeholder can shortly be defined as one that can affect or be affected by the actual project, program or portfolio. A stakeholder can therefore be an employee or a customer - but also a union or a local society.</div></td></tr>
</table>Tkokotashttp://wiki.doing-projects.org/index.php?title=Stakeholder_Analysis&diff=6983&oldid=prevNemo at 22:50, 1 December 20142014-12-01T22:50:23Z<p></p>
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<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>A stakeholder can shortly be defined as one that can affect or be affected by the actual project, program or portfolio. A stakeholder can therefore be an employee or a customer - but also <del class="diffchange diffchange-inline">the </del>union or a local society.  </div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>A stakeholder can shortly be defined as one that can affect or be affected by the actual project, program or portfolio. A stakeholder can therefore be an employee or a customer - but also <ins class="diffchange diffchange-inline">a </ins>union or a local society.</div></td></tr>
<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"></td></tr>
<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Management of a <del class="diffchange diffchange-inline">projects</del>, <del class="diffchange diffchange-inline">programs </del>or <del class="diffchange diffchange-inline">portfolios </del>happens to be complex and require an extensive overview of several aspects and constraints. In order to act appropriate and create sustainability, the management often has to consider these aspects and constraints not only from their own point of view, but also from a number of other stakeholders views.</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>Management of a <ins class="diffchange diffchange-inline">project</ins>, <ins class="diffchange diffchange-inline">program </ins>or <ins class="diffchange diffchange-inline">portfolio </ins>happens to be complex and require an extensive overview of several aspects and constraints. In order to act appropriate and create sustainability, the management often has to consider these aspects and constraints not only from their own point of view, but also from a number of other stakeholders views.</div></td></tr>
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<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>In stakeholder analysis, all stakeholders first have to be identified and relevant information has to be gathered. The stakeholders are then mapped based on relevant parameters. Some of the most typical parameters when mapping are power, interest and influence, which is often visualised in a 2D diagram. The map gives an overview of the stakeholders and can serve as a foundation for planning how to deal with stakeholders. Dealing with stakeholders can contain both communication and other types of engagement.</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>In stakeholder analysis, all stakeholders first have to be identified and relevant information has to be gathered. The stakeholders are then mapped based on relevant parameters. Some of the most typical parameters when mapping are power, interest and influence, which is often visualised in a 2D diagram. The map gives an overview of the stakeholders and can serve as a foundation for planning how to deal with stakeholders. Dealing with stakeholders can contain both communication and other types of engagement.</div></td></tr>
</table>Nemohttp://wiki.doing-projects.org/index.php?title=Stakeholder_Analysis&diff=6977&oldid=prevNemo: /* Conclusion */2014-12-01T22:47:44Z<p><span dir="auto"><span class="autocomment">Conclusion</span></span></p>
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<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>=Conclusion=</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>=Conclusion=</div></td></tr>
<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Stakeholder analysis is a strong <del class="diffchange diffchange-inline">a </del>relevant tool for both projects, programmes and portfolios. It creates valuable insight in internal organisation as well as all surrounding companies/organisations that affects or might be affected by the project, program or portfolio. This insight can be used for optimising communication and engagement. As well as ensuring a healthy long-term strategy.</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>Stakeholder analysis is a strong <ins class="diffchange diffchange-inline">and </ins>relevant tool for both projects, programmes and portfolios. It creates valuable insight in internal organisation as well as all surrounding companies/organisations that affects or might be affected by the project, program or portfolio. This insight can be used for optimising communication and engagement. As well as ensuring a healthy long-term strategy.</div></td></tr>
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<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>But the analysis might be heavy work and may not necessarily give 100 per cent clear answers. To which level of detail a stakeholder analysis should be conducted <del class="diffchange diffchange-inline">should </del>therefore always be considered. However, identifying and to some degree <del class="diffchange diffchange-inline">analyse </del>them should never be neglected.</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>But the analysis might be heavy work and may not necessarily give 100 per cent clear answers. To which level of detail a stakeholder analysis should be conducted therefore always <ins class="diffchange diffchange-inline">has to </ins>be considered. However, identifying and to some degree <ins class="diffchange diffchange-inline">analysing </ins>them should never be neglected.</div></td></tr>
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<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>=References=</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>=References=</div></td></tr>
</table>Nemohttp://wiki.doing-projects.org/index.php?title=Stakeholder_Analysis&diff=6974&oldid=prevNemo: /* Challenges and uncertainty */2014-12-01T22:43:23Z<p><span dir="auto"><span class="autocomment">Challenges and uncertainty</span></span></p>
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<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>Analysing stakeholders can be an extensive task. The amount of stakeholders, depending on circumstances and level of detail, will typically be between 15 and 50. The analysis will therefore require a significant amount of work.</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>Analysing stakeholders can be an extensive task. The amount of stakeholders, depending on circumstances and level of detail, will typically be between 15 and 50. The analysis will therefore require a significant amount of work.</div></td></tr>
<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"></td></tr>
<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>When gathering information about the stakeholders, it might not be possible to collect all information by contacting stakeholders. It will therefore be necessary to assume some conditions. Some parameters such as power, dynamism and interest are typically not easy measurable parameters but are a question of subjective assessment, which can result in an analysis with limited robustness.</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>When gathering information about the stakeholders, it might not be possible to collect all information by contacting stakeholders. It will therefore be necessary to assume some conditions. Some parameters such as power, dynamism and interest are typically not easy measurable parameters<ins class="diffchange diffchange-inline">, </ins>but are a question of subjective assessment, which can result in an analysis with limited robustness.</div></td></tr>
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<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>As discussed earlier their will typically be both supporters and opponents. It might turn out that one have to handle unpopular communication with opponents.</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>As discussed earlier<ins class="diffchange diffchange-inline">, </ins>their will typically be both supporters and opponents. It might turn out that one have to handle unpopular communication with opponents.</div></td></tr>
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<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>=Conclusion=</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>=Conclusion=</div></td></tr>
</table>Nemohttp://wiki.doing-projects.org/index.php?title=Stakeholder_Analysis&diff=6972&oldid=prevNemo: /* Benefits */2014-12-01T22:42:42Z<p><span dir="auto"><span class="autocomment">Benefits</span></span></p>
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<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Among others Zhang (2011)<ref>Zhang, Yanru. 2011. “The Analysis of Shareholder Theory and Stakeholder Theory”. Proceedings - 2011 4th International Conference On Business Intelligence and Financial Engineering, Bife 2011, Proc. - Int. Conf. Bus. Intell. Financ. Eng., Bife: 90-92.</ref> argues that a stakeholder approach consider a long-term development strategy for the company/organisation while a shareholder approach <del class="diffchange diffchange-inline">focus </del>on short-term profit.</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>Among others Zhang (2011)<ref>Zhang, Yanru. 2011. “The Analysis of Shareholder Theory and Stakeholder Theory”. Proceedings - 2011 4th International Conference On Business Intelligence and Financial Engineering, Bife 2011, Proc. - Int. Conf. Bus. Intell. Financ. Eng., Bife: 90-92.</ref> argues that a stakeholder approach consider a long-term development strategy for the company/organisation<ins class="diffchange diffchange-inline">, </ins>while a shareholder approach <ins class="diffchange diffchange-inline">focuses </ins>on short-term profit.</div></td></tr>
<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"></td></tr>
<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>The stakeholder analysis will give a solid foundation for decision making and strategy development. Several <del class="diffchange diffchange-inline">element </del>in execution can benefit from the stakeholder analysis since initiatives can be shaped more appropriate.</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>The stakeholder analysis will give a solid foundation for decision making and strategy development. Several <ins class="diffchange diffchange-inline">elements </ins>in <ins class="diffchange diffchange-inline">the </ins>execution <ins class="diffchange diffchange-inline">process </ins>can benefit from the stakeholder analysis<ins class="diffchange diffchange-inline">, </ins>since initiatives can be shaped more appropriate.</div></td></tr>
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<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Stakeholders <del class="diffchange diffchange-inline">being </del>engaged <del class="diffchange diffchange-inline">appropriate </del>will help the company/organisation obtain a better reputation among the <del class="diffchange diffchange-inline">stakeholder</del>, which <del class="diffchange diffchange-inline">typical </del>will have a boomerang effect and <del class="diffchange diffchange-inline">can </del>create value on the <del class="diffchange diffchange-inline">company´s</del>/organisations goodwill account.</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>Stakeholders <ins class="diffchange diffchange-inline">that are </ins>engaged <ins class="diffchange diffchange-inline">appropriately </ins>will help the company/organisation <ins class="diffchange diffchange-inline">to </ins>obtain a better reputation among the <ins class="diffchange diffchange-inline">stakeholders</ins>, which <ins class="diffchange diffchange-inline">typically </ins>will have a boomerang effect and <ins class="diffchange diffchange-inline">be able to </ins>create value on the <ins class="diffchange diffchange-inline">companies</ins>/organisations goodwill account.</div></td></tr>
<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"></td></tr>
<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Another account where value can be put in is CSR. Engaging <del class="diffchange diffchange-inline">stakeholder </del>can directly be seen as increasing focus on corporate social responsibility. Taking your surroundings into consideration, and of course engaging them in a social responsible manner, is very much in line with the philosophy behind CSR.</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>Another account where value can be put in is CSR. Engaging <ins class="diffchange diffchange-inline">stakeholders </ins>can directly be seen as increasing focus on corporate social responsibility. Taking your surroundings into consideration, and of course engaging them in a social responsible manner, is very much in line with the philosophy behind CSR.</div></td></tr>
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<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>=Challenges and uncertainty=</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>=Challenges and uncertainty=</div></td></tr>
</table>Nemohttp://wiki.doing-projects.org/index.php?title=Stakeholder_Analysis&diff=6953&oldid=prevNemo: /* Power/Dynamism diagram */2014-12-01T22:39:49Z<p><span dir="auto"><span class="autocomment">Power/Dynamism diagram</span></span></p>
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<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>===Power/Dynamism diagram===</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>===Power/Dynamism diagram===</div></td></tr>
<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>[[File:Power-dynamism.PNG|300px|thumb|right|Figure 4: Power/Dynamism diagram. Modified from Gardner et al.(1989).]]</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>[[File:Power-dynamism.PNG|300px|thumb|right|Figure 4: Power/Dynamism diagram. Modified from Gardner et al.(1989).]]</div></td></tr>
<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Gardner et al. (1989) also described the power/dynamism diagram as shown in Figure 4. The diagram gives a good overview of the magnitude of potential risks and opportunities related to the stakeholders<del class="diffchange diffchange-inline">. Since </del>the power can be seen as the magnitude of the impact and dynamism to some degree can be equalised with possibility for risks or opportunity to occur.</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>Gardner et al. (1989) also described the power/dynamism diagram as shown in Figure 4. The diagram gives a good overview of the magnitude of potential risks and opportunities related to the stakeholders<ins class="diffchange diffchange-inline">, since </ins>the power can be seen as the magnitude of the impact<ins class="diffchange diffchange-inline">, </ins>and dynamism to some degree can be equalised with possibility for risks or opportunity to occur.</div></td></tr>
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<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>The power/dynamism diagram can be used for strategic planning and risk analysis based on the identification of the stakeholders "political" orientation. Stakeholders with low power and low dynamism will generate limited issues. Stakeholders with high power and low dynamism might be powerful but also predictable and<del class="diffchange diffchange-inline">. Risk </del>mitigation related to this category can therefore be managed by proper planning. Stakeholders with low power and high dynamism might on the other hand be unpredictable and difficult to plan but will be manageable due to their limited power. High power as well as high dynamism results in stakeholders with great danger <del class="diffchange diffchange-inline">they </del>are <del class="diffchange diffchange-inline">associated with the greatest </del>risks in the project/program/portfolio <del class="diffchange diffchange-inline">- but </del>also the greatest opportunities.</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>The power/dynamism diagram can be used for strategic planning and risk analysis based on the identification of the stakeholders "political" orientation. Stakeholders with low power and low dynamism will generate limited issues. Stakeholders with high power and low dynamism might be powerful but also predictable and <ins class="diffchange diffchange-inline">risk </ins>mitigation related to this category can therefore be managed by proper planning. Stakeholders with low power and high dynamism might on the other hand be unpredictable and difficult to plan<ins class="diffchange diffchange-inline">, </ins>but will be manageable due to their limited power. High power as well as high dynamism results in stakeholders <ins class="diffchange diffchange-inline">associated </ins>with <ins class="diffchange diffchange-inline">potential </ins>great danger <ins class="diffchange diffchange-inline">- that </ins>are <ins class="diffchange diffchange-inline">dangerous </ins>risks in the project/program/portfolio<ins class="diffchange diffchange-inline">. But it is important to underline that the stakeholders carrying the greatest risks </ins>also <ins class="diffchange diffchange-inline">are carrying </ins>the greatest opportunities<ins class="diffchange diffchange-inline">. The high dynamism can generate a powerful impact but this can be positive as well as negative impact</ins>.</div></td></tr>
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<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>=Benefits=</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>=Benefits=</div></td></tr>
</table>Nemohttp://wiki.doing-projects.org/index.php?title=Stakeholder_Analysis&diff=6923&oldid=prevNemo: /* Power/Interest diagram */2014-12-01T22:27:06Z<p><span dir="auto"><span class="autocomment">Power/Interest diagram</span></span></p>
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<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>[[File:Power-Interest.PNG|300px|thumb|right|Figure 3: Power/Interest diagram. Modified from Gardner et al.(1989).]]</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>[[File:Power-Interest.PNG|300px|thumb|right|Figure 3: Power/Interest diagram. Modified from Gardner et al.(1989).]]</div></td></tr>
<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>The power/interest diagram was introduced by Gardner et al. (1989)<ref>Gardner, J.R., Rachlin, R., Sweeny, H.W.A and Richards, A. 1989. Handbook of Strategic Planning. Blackwell Publishing Ltd</ref> and describes level of power as one dimension and stakeholder´s interest in the other dimension.</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>The power/interest diagram was introduced by Gardner et al. (1989)<ref>Gardner, J.R., Rachlin, R., Sweeny, H.W.A and Richards, A. 1989. Handbook of Strategic Planning. Blackwell Publishing Ltd</ref> and describes level of power as one dimension and stakeholder´s interest in the other dimension.</div></td></tr>
<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>The diagram can be used for identifying what type of relationship the organisation should have with its stakeholders, and at the same time help in analysis of communication and engagement planning. Stakeholders with low interest and low power will require a minimum of communication because the stakeholder´s limited interest means that he does not care <del class="diffchange diffchange-inline">that </del>much about the project/program/portfolio and if an issue should occur <del class="diffchange diffchange-inline">anyhow </del>his power is limited - <del class="diffchange diffchange-inline">and thereby </del>a limited risk. Stakeholders with high interest and low power should be well informed due to their interest, but not necessarily more <del class="diffchange diffchange-inline">than just informed because </del>they represent a limited risk since they <del class="diffchange diffchange-inline">got </del>low power. Stakeholders with low interest and high power should be kept satisfied - the probability that a risk occurs might be low since they are not that interested but the <del class="diffchange diffchange-inline">consequence </del>might be large due to the high power. It is therefore important to keep them satisfied in order to mitigate a potential large risk. Stakeholders with both high interest and power should be managed closely. Project/Program/Portfolio management are dealing with a group of stakeholders that can generate heavy risks. Therefore it is important that management carefully consider engagement for these stakeholders and to what degree special reservations should be taken.</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>The diagram can be used for identifying what type of relationship the organisation should have with its stakeholders, and at the same time help in <ins class="diffchange diffchange-inline">the </ins>analysis of communication and engagement planning. Stakeholders with low interest and low power will require a minimum of communication<ins class="diffchange diffchange-inline">, </ins>because the stakeholder´s limited interest means that he does not care <ins class="diffchange diffchange-inline">too </ins>much about the project/program/portfolio<ins class="diffchange diffchange-inline">, </ins>and if an issue should occur his power is limited - <ins class="diffchange diffchange-inline">also implying </ins>a limited risk. Stakeholders with high interest and low power should be well informed due to their interest, but not necessarily more <ins class="diffchange diffchange-inline">due to the fact that </ins>they represent a limited risk since they <ins class="diffchange diffchange-inline">have </ins>low power. Stakeholders with low interest and high power should be kept satisfied - the probability that a risk occurs might be low since they are not that interested<ins class="diffchange diffchange-inline">, </ins>but the <ins class="diffchange diffchange-inline">impact </ins>might be large due to the high power. It is therefore important to keep them satisfied in order to mitigate a potential large risk. Stakeholders with both high interest and power should be managed closely. Project/Program/Portfolio management are dealing with a group of stakeholders that can generate heavy risks. Therefore it is important that management carefully consider engagement for these stakeholders and to what degree special reservations should be taken.</div></td></tr>
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<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>===Power/Dynamism diagram===</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>===Power/Dynamism diagram===</div></td></tr>
</table>Nemohttp://wiki.doing-projects.org/index.php?title=Stakeholder_Analysis&diff=6906&oldid=prevNemo: /* Benefits */2014-12-01T22:22:57Z<p><span dir="auto"><span class="autocomment">Benefits</span></span></p>
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<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>Stakeholders being engaged appropriate will help the company/organisation obtain a better reputation among the stakeholder, which typical will have a boomerang effect and can create value on the company´s/organisations goodwill account.</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>Stakeholders being engaged appropriate will help the company/organisation obtain a better reputation among the stakeholder, which typical will have a boomerang effect and can create value on the company´s/organisations goodwill account.</div></td></tr>
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<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>Another account where value can be put in is CSR. Engaging stakeholder can directly be seen as increasing focus on corporate social responsibility.</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>Another account where value can be put in is CSR. Engaging stakeholder can directly be seen as increasing focus on corporate social responsibility<ins class="diffchange diffchange-inline">. Taking your surroundings into consideration, and of course engaging them in a social responsible manner, is very much in line with the philosophy behind CSR</ins>.</div></td></tr>
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</table>Nemohttp://wiki.doing-projects.org/index.php?title=Stakeholder_Analysis&diff=6876&oldid=prevNemo: /* Types of maps */2014-12-01T22:15:54Z<p><span dir="auto"><span class="autocomment">Types of maps</span></span></p>
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<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>==Types of maps==</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>==Types of maps==</div></td></tr>
<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>Several types of stakeholder maps are described in literature, many comparing two parameters in a diagram or matrix that gives an indication of the criticality of the stakeholders. Typical parameters are:</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>Several types of stakeholder maps are described in literature, many comparing two parameters in a diagram or matrix that gives an indication of the criticality of the stakeholders. Typical parameters are:</div></td></tr>
<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>*'''Power:''' Power can be defined as how much power a stakeholder <del class="diffchange diffchange-inline">got </del>in relation to affecting the project/programme/portfolio.</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>*'''Power:''' Power can be defined as how much power a stakeholder <ins class="diffchange diffchange-inline">has </ins>in relation to affecting the project/programme/portfolio.</div></td></tr>
<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>*'''Interest:''' The stakeholder might be more or less <del class="diffchange diffchange-inline">interest </del>in the project. The <del class="diffchange diffchange-inline">interest indicates the stakeholder´s </del>interest in the project/programme/portfolio<del class="diffchange diffchange-inline">, this </del>can both be social, economical or environmental interests etc. The interest is typically measured on a low-<del class="diffchange diffchange-inline">hig </del>scale, but can also be measured on other scales that depends on the type of interest rather than the amount, <del class="diffchange diffchange-inline">fx</del>. a scale spanning from national to international or from short-term to long-term.  </div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>*'''Interest:''' The stakeholder might be more or less <ins class="diffchange diffchange-inline">interested </ins>in the project. The <ins class="diffchange diffchange-inline">stakeholders </ins>interest in the project/programme/portfolio can both be social, economical or environmental interests etc. The interest is typically measured on a low-<ins class="diffchange diffchange-inline">high </ins>scale, but can also be measured on other scales that depends on the type of interest rather than the amount, <ins class="diffchange diffchange-inline">e.g</ins>. a scale spanning from national to international or from short-term to long-term.  </div></td></tr>
<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>*'''Attitude:''' Stakeholders might have positive or negative <del class="diffchange diffchange-inline">attitude </del>towards the project.</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>*'''Attitude:''' Stakeholders might have positive or negative <ins class="diffchange diffchange-inline">attitudes </ins>towards the project<ins class="diffchange diffchange-inline">/programme/portfolio</ins>.</div></td></tr>
<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>*'''Dynamism:''' The dynamism of a stakeholder indicates how predictable he is.</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>*'''Dynamism:''' The dynamism of a stakeholder indicates how predictable he is.</div></td></tr>
<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>*'''Support:''' Support is often mixed up with attitude. However, support should be seen as taking action - <del class="diffchange diffchange-inline">fx</del>. you might have a negative attitude but you do not obstruct and therefore your support is neutral.</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>*'''Support:''' Support is often mixed up with attitude. However, support should be seen as taking action - <ins class="diffchange diffchange-inline">e.g</ins>. you might have a negative attitude but you do not obstruct and therefore your support is neutral.</div></td></tr>
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<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>The following subsections introduces two common types of stakeholder maps. Other types and further information about mapping stakeholders can be found at http://apppm.man.dtu.dk/index.php/Mapping_stakeholders.</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>The following subsections introduces two common types of stakeholder maps. Other types and further information about mapping stakeholders can be found at http://apppm.man.dtu.dk/index.php/Mapping_stakeholders.</div></td></tr>
</table>Nemohttp://wiki.doing-projects.org/index.php?title=Stakeholder_Analysis&diff=6863&oldid=prevNemo: /* Identify stakeholders */2014-12-01T22:12:25Z<p><span dir="auto"><span class="autocomment">Identify stakeholders</span></span></p>
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<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>The list will typically also include a handful of more specific stakeholders depending on the situation. The stakeholders can also be identified in a more detailed manner - e.g. by different departments within the company/organisation if they e.g. have different interests.</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>The list will typically also include a handful of more specific stakeholders depending on the situation. The stakeholders can also be identified in a more detailed manner - e.g. by different departments within the company/organisation if they e.g. have different interests.</div></td></tr>
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<tr><td class='diff-marker'>−</td><td style="background: #ffa; color:black; font-size: smaller;"><div>It will often make sense to identify which stakeholders are key stakeholders. The definition of a key stakeholder vary depending on type of project, programme or portfolio. Key stakeholders might by identified when mapping the stakeholders as described in the mapping section further below.</div></td><td class='diff-marker'>+</td><td style="background: #cfc; color:black; font-size: smaller;"><div>It will often make sense to identify which stakeholders are key stakeholders. The definition of a key stakeholder vary depending on type of project, programme or portfolio. Key stakeholders might by identified when mapping the stakeholders as described in the mapping section further below<ins class="diffchange diffchange-inline">. A key stakeholder could be defined based on e.g. power and interest</ins>.</div></td></tr>
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<tr><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>===Gather information on stakeholders===</div></td><td class='diff-marker'> </td><td style="background: #eee; color:black; font-size: smaller;"><div>===Gather information on stakeholders===</div></td></tr>
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