HKSM

A set of visual tools that categorize and depict stakeholders by attributes such as power, interest, support, and relationships to guide engagement strategies. It helps prioritize attention and tailor communication to influence outcomes.

Key Points

• Visualizes stakeholders to support prioritization and engagement planning.
• Common formats include grids, matrices, onion diagrams, salience models, and network maps.
• Should be updated as the project context, organization, or stakeholder attitudes change.
• Combines quantitative scoring with qualitative judgment from the team.
• Highlights both position (power, interest) and dynamics (influence pathways, alliances).
• Use discretion when sharing maps, as they may contain sensitive assessments.

What the Diagram Shows

Stakeholder mapping/ representation typically shows where each stakeholder stands and how they relate to the project and to each other. Different formats emphasize different insights:

• Power-interest or influence-impact grids show prioritization for engagement effort.
• Support-resistance heat maps show attitude toward the project.
• Salience model depicts power, legitimacy, and urgency to identify key stakeholders.
• Onion diagrams show proximity to the product or team across layers.
• Network maps reveal who influences whom and potential opinion leaders or gatekeepers.

How to Construct

• Identify stakeholders through brainstorming, document review, and consultation with sponsors and team leads.
• Gather data on power, interest, influence, expectations, and current attitude via interviews, surveys, and observations.
• Select mapping type(s) that fit your purpose, such as a power-interest grid plus a network map.
• Define placement criteria and scales to reduce bias and ensure consistency.
• Place stakeholders on the diagram and annotate with roles, concerns, and desired engagement approach.
• Validate the map with core team members and, when appropriate, discreetly with trusted insiders.
• Record assumptions, set update frequency, and control access to protect sensitive content.

Inputs Needed

• Project charter, business case, and goals to understand what stakeholders value.
• Stakeholder register or list, including roles, contact details, and initial analyses.
• Organizational charts and governance structures.
• Environmental context such as regulations, market factors, and cultural norms.
• Lessons learned from similar initiatives and prior engagement data.
• Risk, change, and communications information that may affect stakeholder positions.

Outputs Produced

• Visual stakeholder maps and matrices tailored to the project.
• Prioritized stakeholder list with engagement categories and rationale.
• Initial engagement strategies and communication approaches per stakeholder or group.
• Updates to the stakeholder register and inputs to the communications plan.
• Assumptions and constraints related to stakeholder dynamics for ongoing monitoring.

Interpretation Tips

• High power and low support indicate a need for targeted engagement and risk mitigation.
• Clusters in network maps may signal coalition opportunities or bottlenecks.
• Reassess after key events such as milestones, leadership changes, or major decisions.
• Use multiple views to avoid bias, such as combining a grid with a network map.
• Treat placements as directional guidance, not absolute facts, and validate over time.

Example

A cross-department rollout maps stakeholders on a power-interest grid and builds a network map. The operations director appears high power and low support, prompting early one-on-one meetings and tailored benefits messaging. The network map shows the HR partner strongly influences compliance teams, so the project engages HR as a champion to improve adoption.

Pitfalls

• Creating the map once and never updating it as context shifts.
• Using a single dimension and missing underlying influence networks.
• Sharing sensitive assessments too widely and damaging trust.
• Stereotyping stakeholders without validating assumptions.
• Confusing interest with influence and underestimating quiet decision makers.

PMP Example Question

After completing a stakeholder power-interest grid, the project manager notices a high-power stakeholder with low support. What should the project manager do next?

1. Send weekly status emails to the stakeholder.
2. Record the issue in the risk register and take no further action.
3. Develop a targeted engagement strategy and meet to understand concerns.
4. Remove the stakeholder from distribution lists to reduce conflict.

Correct Answer: C — Develop a targeted engagement strategy and meet to understand concerns.

Explanation: High-power, low-support stakeholders require proactive, tailored engagement to address concerns and influence outcomes. Routine updates alone are insufficient.