Prosjektledelse Prosjektledelse nr. 1 2020 | Page 25

METODER
project environment on the project, to be introdu-
ced as early as the initiation phase. A distinction
is made between the social and factual environ-
mental factors. A further distinction can be made
between project-internal, project-external or
company-internal or company-external factors.
A differentiation exclusively between inter-
nal and external factors is not specific enough.
Opportunities and risks in the further course of
the project planning can be determined from the
objective environmental factors and interfaces of
the project can be made conscious.
Stakeholder analysis
and its determination
The social environment factors are included in allocation of stakeholder strategies can then take
the stakeholder analysis and it is recommen- place directly.
ded to consider them according to the following
dimensions such as influence, interest can be Stakeholder strategies and their
allocation in the portfolio
qualitative but not necessarily clearly grouping The following strategies can be included in a sta-
dimensions. Interest and influence can be posi- keholder portfolio:
tive, negative, high or low. The advantage of • Participative strategy based on participation
power and conflict potential is that they can be and active involvement, communication and
high and low, but not positive or negative at the information of the project environment actors,
same time. Why do we only want to record high e.g. joint decision making workshops,
and low values of the two dimensions and not • discursive strategy, which (mostly reactive) is
e.g. values with very high, very low etc.? Low con- geared to the objective analysis of the project
flict potential stands for (potential or actual) pro- environment, e.g. by means of conflict resolution
moters and high conflict potential for (potential instruments,
or actual) opponents. In practice, a constant con- • repressive strategies characterised by the use
sideration of the (potential) opponents and pro- of organisational, informational or factual power,
moters is necessary anyway. e.g. management requirements or selective
The objective of stakeholder analysis is to group information.
the stakeholders in the individual quadrants of For the fourth quadrant, it is recommended to pro-
a 4-quandrant portfolio in order to subsequently vide for purely informational measures, which,
reflect a corresponding number of stakeholder however, do not represent a real strategy and are
strategies in it. It therefore makes sense to group therefore not referred to as such.
the stakeholders in a portfolio into high and low A meaningful stakeholder portfolio thus looks as
power, high and low conflict potential. A direct follows:
dimensions: Power and conflict potential. Other
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