A company reviewing the customer ordering system can apply the stakeholder power and the interest grid to meet the interests of all stakeholders. In this project, there are several stakeholders with different levels of interests. The grid for the stakeholders in the project is presented as follows:
Customers, financiers and regulators have high power but low interest in the project. The availability of finance is critical to the success of the project. The new ordering system should meet customer demands and preferences, hence customer has high power, but they do not have such a high interest since they have alternatives. Executives, shareholders, business analysts have a high interest in the project and have high power since their decisions influence the implementation of the project. The project cannot be implemented if shareholders or the executives do not approve it (Eskerod & Jepsen, 2013). Suppliers, trainers, developers and internal users will be affected by the project, hence they have a high interest. However, they lack the power to influence the implementation of the project (Eskerod & Jepsen, 2013). Stakeholders with low power and low interest include customer care representatives, system administrator, among other stakeholders.
Necessary steps
The project manager should monitor stakeholders with low interest and low power with minimal effort. There is no need for much effort towards these shareholders.
The project manager should keep suppliers, trainers, developers and internal users informed. They should be updated on the particulars and the progress of the project’s implementation.
The project manager should keep customers and financiers satisfied. The project manager should explain to the customers how the new system will enhance customers’ convenience. The financiers should be assured of the financial viability of the project.
Finally, the project manager must work closely with the executives, business analysts, shareholders and other stakeholders with high power and high interest. He should include them in the process of making significant decisions about the project.
References
Eskerod, P., & Jepsen, A. (2013). Project stakeholder management. Farnham, Surrey, England: Gower.
