Today we will discuss the salience model that helps us analyze the project stakeholders.
Sometimes this model is also known as the stakeholder salience model.
Project management is about managing stakeholders’ expectations. If they are not happy, you cannot complete your project successfully.
小型项目的利益相关者较少,因此您可以轻松地管理它们。但是,由于利益相关者数量众多,较大的项目很困难。
With limited resources and a stressful environment, it is difficult to treat every stakeholder equally. Every stakeholder has different requirements and expectations. So, identify and classify your project stakeholders, find these requirements and expectations, so you can manage them.
分类利益相关者是一个重要过程。在这里,您根据利益相关者的权力,兴趣,紧迫性等分开,分类后,您将开发您的利益相关者管理策略.
The PMBOK Guide describes four models to classify stakeholders:
- Power/interest grid
- 功率/影响电网
- Influence/impact grid
- 显着模型
The first three models are similar and use two attributes. The fourth model uses three attributes. The PMBOK Guide did not explain this model and therefore many other PMP exam reference books ignore the concept.
但是,在这篇博客文章中,我们将研究显着模型,以对项目利益相关者进行分类。
Salience Model
显着性意味着“特别引人注目,重要或突出的质量”。因此,利益相关者的显着性是指利益相关者的质量或他们的重要性。
利益相关者的显着性可以定义为“管理者在决策过程中优先考虑竞争利益相关者主张的程度”。
Source:CNM Wiki
The stakeholder salience model was proposed by Ronald K. Mitchell, Bradley R. Agle, and Donna J. Wood in 1997.
Here, a stakeholder has three attributes:
- Power
- Legitimacy
- Urgency
Power
权力是利益相关者对您的项目或其目标的权威或影响。
Focus on stakeholders with high power. These stakeholders are fewer in number.
Legitimacy
合法性是如何真正涉及的利益相关者is with your project. You should not spend your time on a stakeholder who doesn’t have a legitimate interest.
Pay attention to stakeholders with legitimate claims.
Urgency
Urgency is the degree to which stakeholder requirements call for immediate attention.
Urgency depends on two factors: time sensitivity and criticality. You will find out whether any requirement is time-specific or if mere fulfillment is important.
您将确定您的项目利益相关者并将其分配属性。之后,您根据利益相关者的属性优先考虑。基于此排名,您将制定利益相关者的管理策略。
This will save time and help you win stakeholders’ support.
Stakeholder salience is not static; it is dynamic and can change duringthe project life cycle; update the stakeholder register to reflect the changes.
Stakeholders in the Salience Model
A stakeholder salience model diagram is a Venn diagram comprising circles representing three attributes: power, legitimacy, and urgency. The intersection of circles shows stakeholders with multiple attributes.
Based on these attributes, you can classify stakeholders into seven groups.
- 休眠
- Discretionary
- 主导的
- Dangerous
- Core
- Dependent
- Demanding
To develop your strategy, you divide these groups into three categories:
- 潜在的利益相关者
- Expectant stakeholders
- Definitive stakeholders
Latent Stakeholders
这些利益相关者有一个属性。除了“权力”外,其他属性并不重要。因此,他们很少受到关注。
Examples of latent stakeholders are: dormant, discretionary, and demanding.
休眠利益相关者
这些利益相关者具有高力量,低合法性和低紧迫性。具有高功率,它们会影响您的项目,因此您将仔细管理它们。
高层管理人员的利益相关者不参加会议,也不对您的项目兴趣。
However, you will still watch these stakeholders as they have power and you never know when they will change their minds.
Discretionary Stakeholders
These stakeholders have high legitimacy, low power, and low urgency. Although they have low power and low urgency, you will fulfill their requirements because of their legitimacy.
NGOs or charitable organizations are examples of discretionary stakeholders. They do not have power or urgency, but they are legitimate stakeholders.
Demanding Stakeholders
These stakeholders have high urgency, low legitimacy, and low power. They are usually vocal and can influence other stakeholders if their requirements are not met. These stakeholders want attention. You will manage them carefully.
For example, your project is in a public place, and residents from the neighborhood show interest in your project and ask for information.
Expectant Stakeholders
These stakeholders have two attributes: they are active and have expectations of the project.
Some examples of expectant stakeholders are dominant, dangerous, and dependent.
主导的Stakeholders
These stakeholders have high power and high legitimacy but low urgency. As these stakeholders have a legitimate interest in your project, you will manage them closely. Since the urgency is low, their rank is below the core group.
For example, you are constructing a building where local authorities are stakeholders. Though they don’t have urgent issues with your project, you will manage them closely as they have both power and legitimacy.
Dangerous Stakeholders
These stakeholders have high power, and high urgency but low legitimacy, and this makes them vulnerable. They can be violent and can create trouble for your project. You will manage them cautiously.
For example, suppose you are working in a remote area of a third-world country, and in this case, a group of local terrorists can act as dangerous stakeholders.
The security of your team members is paramount. You must identify these stakeholders and mitigate the threats they pose.
Dependent Stakeholders
These stakeholders have high urgency, high legitimacy but low power. Since these stakeholders have little power, you will not pay as much attention.
例如,如果您正在公共场所进行建筑工程,那么当地居民可以成为受抚养利益相关者的一个例子。
You will monitor these stakeholders closely because of their legitimacy and high urgency. They may form a group or associate with powerful stakeholders and can create trouble for you if their requirements are not met.
Definitive Stakeholders
这些利益相关者具有三个属性,需要最大的关注。您将密切管理这些利益相关者。
An example of definitive stakeholders is “core.”
Core Stakeholders
These stakeholders have high power, high urgency, and high legitimacy. You will manage them closely.
This category is also referred to as “definitive.”
The top management of your organization can fall into this category.
Non-Stakeholders
These are not stakeholders of your project, so you will not manage these people.
Strategy to Manage Stakeholders
You will manage your stakeholders as follows:
- You will give the highest priority to the core group because this group has all the attributes.
- 应将其占主导地位,危险和依赖的利益相关者的首要优先级给予,因为它们具有任何两个属性。
- The lowest priority group consists of discretionary, demanding, and latent because they have one attribute. You will give little importance to these stakeholders but observe them because you never know when they will change their salience.
Changes in Stakeholders’ Attributes
The project environment is dynamic, so you will continuously get new stakeholders and lose old ones.
涉众可以改变随着项目的属性progresses. A powerless stakeholder may become powerful, and an illegitimate stakeholder may become a legitimate one.
You should update your stakeholder management strategy to reflect the changes in stakeholders’ attributes.
Benefits of the Salience Model
The benefits of the salience model are:
- It provides you with better insight into your stakeholders.
- It helps you to save resources, time, and effort.
- It helps you complete projects with minimal obstruction.
Limitations of the Salience Model
显着性模型具有以下局限性:
- Compared to other models, this model requires more time and effort.
- This is a subjective procedure, and bias in opinion can influence its effectiveness.
- Monitoring three attributes continuously take resources and time.
- This model assumes attributes are present or absent, though, they may vary between these two.
Conclusion
The salience model helps you manage your stakeholders effectively. Although this model is more time-consuming than others, it provides you with a better analysis and understanding of your stakeholders. This model lets you focus your energy on important stakeholders and keeps you from wasting your time on less important ones.
What do you think about the stakeholder salience model? Please share your thoughts in the comments section.
亲爱的法赫德,
我是机械学位可以进行CAPM考试吗?
Thanks
Javed
Yes, you can.
what is Tornado diagram and how we can use in stakeholders management
龙卷风图用于风险管理中的灵敏度分析。
Good articles. I read this knowledge in PMBOK for the first time. Then read Managing Stakeholders as Clients understand the definition of Salience models. After that clear and deep know of this topic. In parallel, I also want to share this information with my colleagues.
Thanks Reagon.
你好
Came across this articel in surch for different metods/models for stakholders analysis and find it very interesting. Writeing at the moment on my Bachelor deegre on the subject how project managment deals with stakeholders regarding training of employes.So fare we have onely learned about the girds and that you can find multi dimetionals models. Thank you for writing this article, would love to learn more about this model.
Thanks Eli for your comment.
您提到的功率利益和功率影响是更受欢迎的。显着性模型不那么受欢迎,为什么如此?对于其他利益相关者来说,这不是更好的分析。事实上,您能帮我了解哪种情况如何更好?
可能有很多理由这样做,例如:
1) It is time consuming
2) You never used this technique
3) Resistance to adapt a new technique
3)由于主观涉及更多参数,因此偏见结论的机会等等。
There is no better solution, you need to use a solution fit to your requirement.
你好Fahad – I really enjoy reading your articles. They tone down the complexity and explain the concepts in simple and uncomplicated way.
Thank you. Its a pleasure reading.
Hopefully will complete my PMP by mid 2016 :)
欢迎您的Mahesh和PMP考试好运。
感谢Fahad的非常有用的文章
The Salience model is in fact included in the PMP material but often overlooked in favor of the older, simpler, bi-dimensional model. I find it is useful in addition to a power/interest grid in order to capture a broader scope.
In particular this model helps bridge the gap with keeping in mind the requirements of specific stakeholders. It is their requirements in fact which determine their level of urgency for example. Also paying attention to the legitimacy of a stakeholder may increase the chances of directing the project so as to keep it in line with key business objectives.
Aligning key requirements in the different phases of a project with each stakeholder is a practice which is key to developing the project scope. Understanding urgency and legitimacy in addition to power is very helpful in prioritizing those requirements.
You are right Max it is overlooked in favor bi-dimensional model. I personally also find this model more useful than other model discussed in the PMBOK Guide.
例如,弗里曼(Freeman)的广泛定义允许实际上任何人被归类为利益相关者,因为几乎任何人都会影响或受组织的影响。
Yes.
米切尔(Mitchell),阿格尔(Agle)和伍德(Wood)开发了针对项目利益相关者的显着模型,以帮助管理者识别和分析项目利益相关者的需求。与项目利益相关者的显着性模型不同,将图形描述为维恩图。每个评估参数都有一个主要圆圈,每个主要圆圈的交叉点可帮助您确定具有多个需求的项目利益相关者。
Well said Stacey.
你好Fahad,
Thanks for your detailed explanation. But I don’t see any in depth questions about salience model in mock exams. They all relate with either to choose the stakeholder model or how to manage the stakeholders in power/Interest grid?
May i know what triggered you to write this subject?
Regards,
Ram Narayan
显着模型is different model than other models discussed in the PMBOK Guide and very interesting as well. That is why I have shared this article with my visitors.
是的,这是一项重要的技术,应包含在PMP考试参考书中。
I am so glad I stumbled across this article. This tool makes a great deal of sense and I could see how it could be quite effective in the Identifying and Managing Stakeholders in guided group discussions. As Fahad mentioned, this is not described in the PMBOK guide. I don’t remember seeing this concept illustrated in Crowe’s book (which I otherwise found very helpful in general) or Kerzner’s book which was useful as a resource to be exposed to many supporting PMBOK concepts, but less useful as a guide to really illustrate and tie together the overall 47 processes and their ITTO’s.
There is two types of stakeholders, the primary stakeholders and secondary stakeholders and these two types should not be treated equally based on the influence they have on the project. The size of the project does not matter as long as you know how to treat them separately. Please read Harold Kerzner book called Project Management – A systems approach to planning, schedulling and control 9th Edition for more information.
Regards,
Johannes MKhwanazi Pr Techni Eng, Pr Project Manager ( PMSA)
Well said Johannes.