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ACCA Strategic Professional · Strategic Business Leader · Leading and managing projects

Brightwell Council is running a major IT project. The project manager is told by the sponsor that a community group, which has no formal power but is highly affected and very concerned, is threatening publicity that could mobilise residents and influence councillors. Using stakeholder analysis beyond the basic power-interest grid, which approach is most appropriate?

The project manager should treat the community group as a stakeholder whose power could grow through publicity and coalitions, and engage it early through consultation. Stakeholder positions are dynamic, so a high-interest group with little current power can quickly become influential and threaten the project.

  1. ATreat the group as a potentially powerful stakeholder whose power may increase through coalitions, and engage it early with consultationCorrect
  2. BIgnore the group because it currently has low power
  3. CGive the group formal decision rights over the project
  4. DCommunicate only after the project is delivered

Explanation

The matrix is dynamic; a low-power, high-interest group can gain power by forming alliances or using the media, as the dynamic stakeholder view recognises. Early consultation reduces conflict risk. Ignoring it relies on a static view, and giving decision rights is disproportionate.

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