Salience-Model-to-Analyze-Project-Stakeholders

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:

  1. Power/interest grid
  2. 功率/影响电网
  3. Influence/impact grid
  4. 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:

  1. Power
  2. Legitimacy
  3. 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.

salience model for stakeholder classification

Based on these attributes, you can classify stakeholders into seven groups.

  1. 休眠
  2. Discretionary
  3. 主导的
  4. Dangerous
  5. Core
  6. Dependent
  7. Demanding

To develop your strategy, you divide these groups into three categories:

  1. 潜在的利益相关者
  2. Expectant stakeholders
  3. 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.