Abbott Project Management Playbook

2.4 I NFLUENCE /I NTEREST G RID An analogue technique to the power/interest grid presented in the section above is the Interest/Influence grid. The main difference is that instead of understanding and prioritizing your actions as project manager over the stakeholder, the influence/interest grid assists you on the communication and change aspects. The greater the influence over the project, the greater is the project manager effort to keep this stakeholder engaged in the project and in its baseline. The grid and the action plan are presented as below.

It is equally possible to perform a categorization, followed by prioritization of the stakeholders to allocate them in the influence/interest grid. These are not all the stakeholder management techniques available. The PMBOK also lists the stakeholder cube, salience model, and directions of influence. It is understood that the techniques presented here are enough for projects where it is necessary to identify the stakeholders and control their engagement in a low level of complexity, based on arguments, discussions, and formal/informal meetings, not any technique.

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