Key Points in the Power/Interest Grid for Stakeholder Prioritization
To understand the key points in using the Power/Interest grid for stakeholder prioritization, let’s look at an example.
Suppose in a project audit, it was found that the cost of the project is going too high. The project sponsor, who was in the Keep Informed quadrant, may demand more frequent project updates and hence may need to be managed more closely. In this case, the project sponsor would move up to the Manage Closely quadrant.
Similarly, as a project manager, if a certain aspect of the project, such as application performance, is not doing well, you will need to monitor it more closely. The person with the most power and interest to influence the application performance is the architect. In such a scenario, the power of the architect in ensuring project success would increase. Hence, you would manage him/her closely.
As you can see, the communication for the stakeholders varies with the project and the project scenario. The key here is that you should know that stakeholders that are in:
High Power, High Interest quadrant need to be fully engaged. These are the stakeholders you spend the most time and effort in managing.
High Power, Low Interest quadrant must not be bored with over communication. Leave the micro details out. For example, a major faux-pas would be to send these stakeholders the daily team meeting notes.
For communication to be effective, you should know and understand your audience.