How to create a stakeholder map for your project (Part 2/2)

In our last blog, we described the first two steps to identify stakeholders in a project, and how to classify these groups according to the type of relationship they have with the envisioned interventions. In this post, we will talk about the last two steps of this process: developing a needs matrix and strategies for managing stakeholders.

Step 3 – Developing a Needs Matrix

Once we are clear on who the project stakeholders are and their classification in terms of power, influence, and interests, we must identify what we need from each of these stakeholders. This definition must consider a two-way relationship: we need these stakeholders to carry out certain critical tasks in the project implementation horizon, but they will also eventually need something from those who are responsible for executing the project.

Thus, having clarity about these need-based relationships allows you to identify tools that can facilitate the dialogue with certain stakeholders and enhance the benefits made available by the project. It also provides elements to manage risks and potential conflicts that may be triggered during project execution.

The needs matrix should consider all phases of the project, from planning through completion. All of these stages have their specific risks and understanding how the interaction between the executing agency and the stakeholders works can be a key element in ensuring that the project achieves its objectives within the expected time and budget.

Step 4 – Establishing a Stakeholder Management Strategy

Now you finally have all the elements to think about how to manage each stakeholder throughout the project life cycle!

Stakeholder management, or meaningful stakeholder engagement, is the set of processes related to identifying stakeholders, mapping their expectations and needs, and developing an appropriate strategy for their engagement. Paying attention to the project stakeholders helps engage people in the activities that are most relevant and necessary for its execution and to manage conflicts, which, when unresolved, can create an unproductive climate and even undermine the original purpose of the proposed intervention.

This combination/elaboration of strategies should be guided by some questions:

• Who should be involved/informed throughout this process?
• How often should I do this?
• What mechanisms will I use to promote interaction and the communication/involvement cycle in the project?
• What resources (personnel, financial, time…) will be needed to accomplish this strategy?

The IDB has its own project management methodology, the PM4R, which comprises a set of essential tools for the adequate management of development projects. Among these tools, and concerning the preparation of strategies for stakeholder management, we find the communications matrix and the responsibilities matrix.

The Communications Matrix

The main objective of the communications matrix is to ensure the generation of information with adequate quality and quantity, guaranteeing that it reaches stakeholders in a timely manner. To build a good communications matrix, the executing agency of a project must consider some important issues, such as:

• Objective: defines what will be communicated and why the communication will take place.
• User: defines the recipient of the message and the method of communication.
• Responsibility: defines who is responsible for preparing and sending the communication.
• Timeline: defines the starting date for the communication and the frequency with which it will be carried out.

Example of a completed communications matrix (fictitious project)

An additional tip: you must correctly identify the communication needs and the applicable communication method for each objective/type of information to be shared.

To creative an effective communications plan, you must take into consideration the expectations, interests, potential impact and engagement of the project stakeholders. This plan should provide stakeholders with timely communication based on their needs and using the media and frequency that best serves them.

It is important to note that, as mentioned earlier, the stakeholder’s level of interest in the project may vary depending on the phase. Thus, the communication plan must be a living document, which must be revised periodically to continue meeting their expectations, and to be able to generate inputs to promote the necessary changes for the project.

The Responsibility Matrix

The main purpose of the responsibility matrix, on the other hand, is to illustrate the connections between the work to be done by the project team members and their relationship with other stakeholders. In addition, it defines who is responsible for each planned activity.

The responsibility matrix is also known as the RACI matrix. This name came about because of the four most important variables in the management of project responsibilities: R for responsible, A for accountable, C for consulted, and I for informed. Important: There must be a single responsible party for each of the products/deliverables. However, the other roles (A, C and I) may be assigned repeatedly within the same product or may not even be required.

Example of a completed RACI Matrix (fictitious project)

The advantage of using these tools is their flexibility: they are easily adaptable to the size and complexity of the projects.

10 Elements of an Effective Stakeholder Engagement Strategy

Keep in mind that an effective strategy to promote stakeholder engagement relies on ten elements to be meaningful:

Now it is time to put this planning into practice and adjust your strategies! What are your thoughts? Did the stakeholder map help you define your project’s strategy for meaningful stakeholder engagement? Share your experience with us in the comments section!

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This post was originally published in Portuguese in the IDB’s Ideação blog.

Read part 1 of this series here.