1.4Stakeholder analysis (power/interest matrix)
The essentials in 30 seconds
- A project plays out on people as much as technique: map those who influence it.
- The power/interest matrix ranks each stakeholder by power and interest.
- Four strategies: manage closely, keep satisfied, inform, monitor — and review the map at milestones.
Running mini-case — Bilal finds the real blocker
Bilal ranks his actors: the owner (high power, high interest → manage closely), the accountant (high power, low interest → keep satisfied with a short monthly check), warehouse staff (high interest → inform and involve), the vendor (frame by contract). Revelation: the accountant, ignored until now, is holding back the items file — one coffee and one monthly check later, the file arrives.
Sequel to cases 1.1-1.3 — Bilal secures the human side of scoping.
1. People, cause #1
A project succeeds or fails as much on people as on technique. Stakeholder analysis means identifying everyone who influences the project or is impacted by it, then defining how to engage them.
Neglecting an influential stakeholder is a classic cause of failure — even on a technically flawless project.
2. The power/interest matrix
The reference tool is the power/interest matrix: each stakeholder is ranked by power (ability to influence) and interest (degree of concern).
Four strategies follow: manage closely the powerful and interested, keep satisfied the powerful but uninterested, inform the interested but less powerful, monitor the rest.
🔎 Concrete example — 🔎 Concrete example — Four strategies by position
Rank to engage.
Sponsor (high power, high interest) → manage closely.
Finance department (high power, low interest) → keep satisfied.
End users (high interest, low power) → inform.Outcome: the right energy on the right person.
Reflex: review the matrix at key milestones.
Section vocabulary
- Stakeholder
- A person or group who influences the project or is affected by it (client, team, management, users, neighbors…).
Simple example: The owner, accountant, warehouse staff and vendor around Bilal.
What it is not: a passerby with no link to nor influence on the project.
Reflex: list broadly, including opponents and externals.
- Power/interest matrix
- Grid ranking stakeholders by power (influence) and interest (concern), to tailor engagement.
Simple example: Bilal places the accountant in "high power, low interest".
What it is not: a company hierarchical org chart.
Reflex: place everyone as high/low on both axes.
- Engagement strategy
- How to interact with each stakeholder (manage closely, keep satisfied, inform, monitor) by position.
Simple example: A short monthly check to keep Bilal's accountant satisfied.
What it is not: the same weekly report sent to everyone.
Reflex: each actor their dose: neither drowned nor forgotten.
- Power (influence)
- A stakeholder's ability to weigh on project decisions or progress.
Simple example: The accountant can block the project by holding back the items file.
What it is not: merely being very interested in the project.
Reflex: ask "who can block or unblock?"
- Interest
- How much a stakeholder feels concerned by the project and its outcomes.
Simple example: Warehouse staff, first users of Bilal's future software.
What it is not: the power to sign or impose a decision.
Reflex: ask "whose daily life does this really change?"
In practice — In practice — Mapping your stakeholders
- List all project stakeholders, forgetting none (internal, external, supportive or opposing).
- Position each on the matrix: power (low/high) × interest (low/high).
- Derive the strategy: manage closely (high/high), keep satisfied (high power/low interest), inform (low power/high interest), monitor (low/low).
- Spot influential opponents and plan how to win them over or neutralize their objections.
Ready-to-say script — bringing an influential, distant actor aboard (1 min)
"I know this project takes your time with no direct benefit. Here is what I expect from you, briefly: this file before the 15th, then a 15-minute monthly check — and I handle the rest. In return, the new reliable stock will also secure your closings. Shall we go with that?"
Say to a "high power, low interest": short request, benefit for them, minimal commitment.
Copy-paste template — stakeholder matrix
ACTOR: _______________
POWER (low / high): _______________ | INTEREST (low / high): _______________
STRATEGY (manage closely / keep satisfied / inform / monitor): _______________
CONCRETE ACTION (what, when): _______________
OPPONENT? (fear + how to win over): _______________Small business / small project
Five actors fit on a table corner: sponsor, team, client, vendor, "the forgotten one" — it's almost always the forgotten one who blocks.
Remote / multi-site
Weak signals don't show on video calls: call distant actors individually instead of waiting for them to speak in meetings.
Algerian SME
Bilal forgets neither the accountant nor the owner's historic vendor: in an SME, real influence doesn't always follow the org chart — ask "who does the owner really listen to?"
Conflictual project
Map opponents and their fears first: an opponent heard early costs ten times less than a coalition against the project mid-way.
✓ Best practices
- Forget nobody, including opponents and externals.
- Tailor engagement intensity to each one's position.
- Re-examine the matrix at milestones and every notable change.
✗ Common pitfalls
- Treating all stakeholders the same way.
- Neglecting an influential opponent (classic cause of failure).
- Doing the analysis once at kickoff then forgetting it.
Key takeaways
- A project succeeds or fails as much on people as on technique.
- The power/interest matrix ranks stakeholders.
- Four strategies: manage closely, keep satisfied, inform, monitor.
- Neglecting an influential stakeholder is a classic cause of failure.
48h Challenge — apply tomorrow
List 5 stakeholders of a real project, place them on the matrix and write 1 engagement action for each — starting with the influential actor you neglect. 20 minutes is enough.
- I can name the 4 engagement strategies.
- I've placed 5 real actors on the matrix.
- I've planned 1 action for the neglected influential actor.
Frequently asked questions
How often should stakeholder analysis be reviewed?
Regularly: positions evolve through the project (an ally may turn critical, an indifferent party may mobilize). Re-examine the matrix at key milestones and whenever a notable change occurs. Stakeholder engagement is not a one-off kickoff action but continuous work. An actor whose position changed and who keeps being treated "as before" becomes a source of risk.
How to handle a stakeholder opposed to the project?
First understand their opposition (which interest, which fear?) through listening. Then adapt: reassure, involve, seek compromise, or get the sponsor to arbitrate if needed. An ignored influential opponent can derail the project; a heard, considered opponent often becomes an ally — or at least a neutralized obstacle. The mistake is avoiding them hoping they stay quiet.
What is the power/interest matrix for?