Prosjektledelse Prosjektledelse nr. 1 2020 | Page 26

METODER
Stakeholder strategies – why is that? Another problem can be the failure to conduct
Why do I want to look at strategies and not just a continuous stakeholder analysis. You should
measures for each stakeholder? Measures per always look at stakeholders anew. Shifts in power
stakeholder are time-consuming and costly. If I in a company can change the dimension of power,
now plan individual measures for each stakehol- but above all the characteristics of the dimension
der, I have a complex bundle of measures. If, on of conflict potential can change again and again.
the other hand, I consolidate the stakeholders in a The stakeholder’s potential for conflict with the
stakeholder portfolio quadrant, I have the oppor- project can change as a result of changes in atti-
tunity to plan a consolidated measure using the tudes towards the project as a result of project
joint strategy of the quadrant. developments.
A renunciation of the combined indication of
Typical sources of error in
stakeholder analysis names or roles already in the environment analy-
If stakeholder strategies are mapped on the basis der analysis can lead to a generalization and to
of dimensions other than power and conflict an overlooking of important characteristics. Mr.
potential, there is a danger that the stakeholders Mayer-Schulze can be a pedantic, conflict-laden
will not be clearly classified. If, for example, the comrade-in-arms, but his role as a user does not
stakeholder’s interest is highlighted instead of necessarily suggest this.
the power dimension, secretly positive, negative, Grouped environmental factors such as “steering
high and low groupings are possible and there- committee” instead of the performance of all indi-
fore multiple allocation to portfolio quadrants is vidual steering committee members may lead to
likely. I have observed this in many misguided lump sums and thus the overlooking of specific
stakeholder analyses. interests and influences.
sis and then also in the transfer into the stakehol-
Marc Widmann
I am Marc Widmann, a husband, father of two sons, enthusiastic
amateur photographer and lives in Hattersheim near Frankfurt.
In my daily work I manage projects and programs in the field
of information technology. I coach project managers and
audit projects. I have many years of experience in consulting
and IT outsourcing with project portfolio management tasks.
I particularly enjoy working with international teams at Tata
Consultancy Services. I volunteer my time at the Gesellschaft
für Projektmanagement (GPM-IPMA) as an assessor in project
management personal certification. I myself am also certified as
IPMA Level A Certified Project Director (GPM) and IPMA Level B
Certified Senior Project Manager (GPM).
26 PROSJEKTLEDELSE • NR. 1 2020