SEMINAL Stakeholder Mapping in 3d PDF

Published in PM World Today - November 2006 (Vol.
VIII, Issue 11) "Connecting the World of Project Management"
PM World Today Tips and Techniques – November 2006

Making Sense of Stakeholder Mapping
By Ruth Murray-Webster & Peter Simon
Editors note: This paper is reprinted by permission of Lucidus Consulting Limited. It first
appeared in Lucid Thoughts, the newsletter of Lucidus Consulting, a change and project
management consultancy based in the UK, in November 2005. It was also published in Project
Manager Today in December 2005.
Considering and understanding stakeholders and then acting to engage them is

generally agreed as being one of the most critical parts of any managed change
initiative.
Initial consideration of stakeholders is often done using a technique based on some

kind of stakeholder grid or map of which many versions exist. Some grids or maps
are in one dimension for example showing stakeholders (individuals or groups)
mapped against their area of interest in the project or programme. However, in our
experience, most are in two dimensions where two axes are labelled with features of
stakeholder status or behaviour and the area between the axes (the two dimensional
grid) populated with the names of each individual or group.
Commonly used grids include:
• Power vs. Interest – easy to understand in concept but what’s the point of
knowing if someone is powerful and interested (will be active) if you have not
considered whether they are for, or against the project i.e. have a positive or
negative attitude.
• Interest vs. Attitude – again easy to understand but again what’s the point of
knowing someone is an active backer or active blocker without an assessment of
whether they are powerful and therefore likely to be influential or not.
This Lucid Thought puts the case for including a third dimension in the stakeholder
grid. This we believe will make the technique even better at stimulating thought and
informing the project or programme manager in a truly meaningful way.
It seems to us that there are three basic things (dimensions) that are important to
know when initially considering stakeholders and these are:
1. Their power or ability to influence in the organisation. This may be their potential
to influence derived from their positional or resource power in the organisation, or
may be their actual influence derived from their credibility as a leader or expert.
2. Their interest in the project or programme as measured by the extent to which
they will be active or passive.
3. Their attitude to the project or programme as measured by the extent to which
they will ‘back’ (support) or ‘block’ (resist).
Considering any two of the three dimensions only gives a partial and less than useful
picture.
Using a three dimensional grid is certainly more difficult to draw but at least maps out
all the things that need to be considered and gives some descriptive, and hopefully
Originally published in Lucid Thought, © Lucidus Consulting Ltd., November 2005

PM World Today is a free monthly publication of pmforum.org - http://www.pmforum.org Page 1
Published in PM World Today - November 2006 (Vol. VIII, Issue 11) "Connecting the World of Project Management"
useful, labels that can be checked out during the overall process of stakeholder
analysis and subsequent ongoing stakeholder management.
Sleeping Giant Saviour

Influential Influential
Passive Active
Acquaintance Backer Backer
Insignificant
Passive +
Backer ER
OW Friend
-P
Insignificant
Active
- ATTITUDE +
Backer
Time Bomb
Influential
Passive
Saboteur
Blocker
Influential
Active
Blocker
Trip Wire - INTEREST +

Irritant
Insignificant
Insignificant
Passive
Active
Blocker
Blocker
Using this approach each of the eight labels can be summarised as shown:
• Saviour – powerful, high interest, positive attitude or alternatively influential,

active, backer. They need to be paid attention to; you should do whatever
necessary to keep them on your side – pander to their needs.
• Friend – low power, high interest, positive attitude or alternatively insignificant,

active, backer. They should be used as a confidant or sounding board.
• Saboteur - powerful, high interest, negative attitude or alternatively influential,

active, blocker. They need to be engaged in order to disengage. You should be
prepared to ‘clean-up after them’.
• Irritant – low power, high interest, negative attitude or alternatively insignificant,

active, blocker. They need to be engaged so that they stop ‘eating away’ and then
be ‘put back in their box’.
• Sleeping Giant - powerful, low interest, positive attitude or alternatively

influential, passive, backer. They need to be engaged in order to awaken them.
• Acquaintance –low power, low interest, positive attitude or alternatively

insignificant, passive, backer. They need to be kept informed and communicated
with on a ‘transmit only’ basis.
• Time Bomb - powerful, low interest, negative attitude or alternatively influential,

passive, blocker. They need to be understood so they can be ‘defused before the
bomb goes off’.
• Trip Wire – low power, low interest, negative attitude or alternatively insignificant,
passive, blocker. They need to be understood so you can ‘watch your step’ and
avoid ‘tripping up’.
Any sort of stakeholder grid, even a three dimensional one, is only of any value if it
can then be used sensibly. Establishing the positions of individuals and groups on the
grid is of limited value if not followed up. Of course the positioning may be wrong
with consequent risks to the project and to relationships. But for any stakeholder that
you believe is going to be important to you, you can engage them in dialogue, check
out your assumptions and find out their real drivers and concerns. This is the action
that turns your stakeholder mapping into stakeholder analysis.
So how does all this come together? The obvious logic therefore is that a project or
programme’s communication strategy and plans are informed by stakeholder analysis.
…For communication strategy and plans to be effective they must be informed by

stakeholder analysis that is accurate and complete.
…For stakeholder analysis to add value a meaningful three dimensional stakeholder

grid provides a sensible basis on which to engage with stakeholders to find out their
real drivers and concerns.
In the final analysis, stakeholder mapping is only a technique and a very simple one
at that; but it is a technique that is the starting point for one of the most crucial
activities when managing change.
To make sense of stakeholder management,

start by making sense of stakeholder mapping.
(See the author’s bios on the following page.)

Ruth Murray-Webster
Managing Partner, Lucidius Consulting Ltd.
Ruth Murray-Webster, APMP, PMP is managing partner at Lucidus

Consulting Limited in the UK. She has over 20 years of experience as an
organizational change facilitator, coach, consultant and manager. In her
early career, she led significant organizational re-alignment programmes for
ICI and Amersham International. For the past ten years, she has worked as
an independent consultant, helping a wide range of clients with project,
programme, quality, risk and change management solutions. Ruth is a
Managing Successful Programmes (MSP) and PRINCE2 practitioner, and a
full member of the Association of Project Management (APM), the Project
Management Institute (PMI®), the Chartered Institute of Personnel &
Development, and the Institute of Quality Assurance. She holds a Master of
Business Administration degree from Henley Management College. Ruth
has a wealth of knowledge and experience, including international PM
experience in China, Japan, Norway, Russia, the UK and the USA. She is
co-author of the book ‘Understanding and Managing Risk Attitude’ which is
now widely acclaimed as leading the way in helping to manage risk
effectively. More information about Lucidus can be found at
www.lucidusconsulting.com. Ruth Murray-Webster can be contacted at
[email protected].
Peter Simon
Managing Partner, Lucidius Consulting Ltd.
Peter Simon, FAPM, APMP, is managing partner at Lucidus Consulting

Limited in the UK. He has nearly 30 years of experience as a project
management consultant and practitioner across a wide range of industries
and business sectors. In his early career he worked for a variety of
organizations in the Oil & Gas, Transportation and Utilities sectors and was
responsible for all aspects of project planning, control and risk management
on projects in Europe, the Middle East and the USA. In his later career, he
was successful in building up the PM consulting businesses for
PMProfessional Group and ESI International. Peter was an elected member
of Council for the Association of Project Management (APM) during 1998-
2000 and is a former member of APM’s Executive and Professional boards.
He was Chairman of the APM’s Risk SIG for four years, and was Project
Manager and Managing Editor of the APM’s PRAM Guide published in
October 1997. Peter is a co-developer of the APM’s Introductory Certificate
and Practitioner Qualifications for project management, and has been highly
involved in other APM certification programs. He is also a member of the
Project Management Institute (PMI®) and is a Managing Successful
Programmes (MSP) and PRINCE2 Practitioner. He is widely published and
provides PM consulting support to a wide range of organizations. More
information about Lucidus can be found at www.lucidusconsulting.com.
Peter can be contacted at [email protected].



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Published in PM World Today - November 2006 (Vol.

VIII, Issue 11) "Connecting the World of Project Management"

PM World Today Tips and Techniques – November 2006

By Ruth Murray-Webster & Peter Simon

Considering and understanding stakeholders and then acting to engage them is

Initial consideration of stakeholders is often done using a technique based on some

Commonly used grids include:

Originally published in Lucid Thought, © Lucidus Consulting Ltd., November 2005

Sleeping Giant Saviour

Trip Wire - INTEREST +

• Saviour – powerful, high interest, positive attitude or alternatively influential,

• Friend – low power, high interest, positive attitude or alternatively insignificant,

• Saboteur - powerful, high interest, negative attitude or alternatively influential,

• Irritant – low power, high interest, negative attitude or alternatively insignificant,

• Sleeping Giant - powerful, low interest, positive attitude or alternatively

• Acquaintance –low power, low interest, positive attitude or alternatively

• Time Bomb - powerful, low interest, negative attitude or alternatively influential,

…For communication strategy and plans to be effective they must be informed by

…For stakeholder analysis to add value a meaningful three dimensional stakeholder

To make sense of stakeholder management,

(See the author’s bios on the following page.)

Originally published in Lucid Thought, © Lucidus Consulting Ltd., November 2005

Ruth Murray-Webster, APMP, PMP is managing partner at Lucidus

Peter Simon, FAPM, APMP, is managing partner at Lucidus Consulting

Originally published in Lucid Thought, © Lucidus Consulting Ltd., November 2005

Originally published in Lucid Thought, © Lucidus Consulting Ltd., November 2005

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