The interests of internal and external stakeholders of the project are determined. Brief list of interpersonal skills. Who are the stakeholders

A few years ago, the success of an enterprise was assessed by the amount of income received and turnover. Today, the position depends on the assessments given by experts, consumers, authorities, and the media. Interaction with these groups has priority. Therefore, there was a need for the emergence of a new term "stakeholder".

Who are the stakeholders?

The translation of the English word stakeholder is an interested, involved party. Its participants provide the possibility of the system, are the source of requirements.

The simplest concept was given by the director of a college in Boston, Bradley Gugins. He emphasized that the term refers to an organization, person or group that is influenced by a certain business structure. This is a subject interested in the good work of the company, having the rights, a share in it. The activity of the company also affects the life and functioning of all participants in the process.

The main stakeholders are represented by the authorities of the subject of the country. The dynamics of the enterprise depends on its work. Successful organizations consider relationships not only within the company, but also outside of it. Opinions and needs are taken into account:

• consumers;
• shareholders;
• workers;
• government representatives.

Internal stakeholders - heads of departments, subordinates, owners, shareholders, investors. Often the interests of these individuals differ. To get out of disputable situations, a special management system is being introduced, aimed at developing incentive and motivational areas. Thanks to this, the goals of the work of different people become common.

Often, the term refers to influence groups whose work is taken into account in the implementation of the main activity. The interests of the parties may conflict with each other. Within the framework of this theory, stakeholders are a contradictory whole that determines the trajectory of the company's development.

Basic principles of work

When working with stakeholders, there are several stages of work. First, the parties interested in the work of the company are determined. This leads to the need to identify the expectations of the participants and assess the compliance of the mission, goals and objectives of the company with the interests of all parties. This allows you to increase the level of satisfaction and their involvement.

Once the requirements are defined, a list of responsibilities is provided. It depends on the characteristics of the participants in the system. Often, government agencies are required to have a minimum participation in the work of the company, for suppliers - the completion of tasks within the specified time frame, and so on.

The last step is to evaluate the results. Satisfaction with the achieved goals is revealed, the opinion about the company is determined. Thanks to such work, it is possible to adjust the work of the entire enterprise, bringing the level to a higher one. Stakeholders create a system that supports the operation of the enterprise both during the boom period and in difficult situations.

Identifying stakeholders is easy. To do this, you should study the data taken from different sources:

1. Opening official documents, example - staffing. The parties interested in the work of the company are determined based on the adopted organizational structure.
2. Personal observations and hearings. A surname that was casually mentioned at a meeting or planning meeting can also be taken into account.
3. Person survey. It is carried out in an unobtrusive manner.

As a result of such activities, a list of individuals and organizations can be compiled. Often the list is the result of team work, as individuals may not be aware of all the parties involved. Especially at the beginning of the company.

Classification

Each project has many stakeholders, divided into two large groups:

• External. They are outside the organization. An example would be buyers, intermediaries, investors, suppliers.
• Internal. These are employees and leaders. Their activities are directly related to the work of the company.

There are many types of stakeholders. Each has its own types of management and study. Each category has its own goals.

Owner. For him, the main thing is the material income of the company, business development and self-realization.

• Provider. In the first place in importance is the level of sales and good reviews. Among the goals that the supplier wants to achieve is the regular payment of orders.
• clients and buyers. Their priority goal is to get a quality product at an affordable cost. AT recent times The individual approach is also relevant. If the company can offer it, the consumer feels his importance, develops into a regular customer.
• Employees. For them, the conditions under which the implementation takes place come to the fore. professional duties. With recognition and decent pay, one can observe a full return.
• Hosting companies. They want service users who pay on time.
• State. With this type of stakeholder, you need to create the most correct relationship. This is possible thanks to timely paid taxes, maintaining general discipline.

Stakeholders include investors. They provide financial flows for the development of projects. Their main task is to make a profit from the sale of the final product. When the investor and the customer are not the same person, a bank, mutual fund, investment fund often acts as an investor. Such subjects act as full partners of the project.

Manager - an individual who is given the authority to manage all work. They are usually written into the contract. Often the leader is required to coordinate activities throughout life cycle company or project. The manager leads the team, which is an integral part of the work of the enterprise. Its composition and functions depend on the complexity, the main direction of work, their characteristics.

Other types of stakeholders

Other parties can influence the operation of one element. These are competing firms, public groups and the public, sponsors, consulting, legal and other types of organizations indirectly involved in the process.

In addition to the groups individuals, organizations, “silent” types can also be included in the number of stakeholders. One of them is future generations. They do not yet exist, but their interests are taken into account so that in the future they do not have to face additional difficulties.

Varieties are past generations and the environment. The former are physically absent from the life of the organization, but their interests lie in the culture they left behind. Any activity should be such as not to harm the material or spiritual values ​​that came from the past. Environment plays important role because work a separate enterprise should not harm animate and inanimate nature.

Features of the interaction of different types

The system of relations between stakeholders is flexible and mobile. This creates benefits for the company. With a competent approach, the ability to change the situation in better side increase several times.

The flexibility of the system leads to an increase in coalitions and alliances. In case of pressure from any interested party, additional options arise to redirect pressure and offer your own option to involve various parties in solving a commercial problem or contentious issue.

The main condition for creating a full-fledged work is responsibility. Determination of its degree, the correct alignment of control can allow the formation of primary competitive advantages to other organizations.

unified field social responsibility impossible without objective reality. You can respond to it in different ways. Some companies wait for the pressure to appear, only then they begin to change. Others try to avoid pressure and tension. For this, a special response system is being built to take into account the newly emerged interests and needs of the participants in the process.

There are enterprises that prefer alienation or delegation of responsibility to other participants. This approach is based on trust and respect. This allows the dialogue to reach the right decisions.

Thus, to determine the necessary types of stakeholders, ideas, active and passive participants in the project, and possible methods of motivation are clearly identified. All types of stakeholders to varying degrees affect the dynamics of business development. But the goals and interests of these groups and the company may not coincide. This is the reason for the development conflict situations. Therefore, separate approaches, influences and methods of pressure are used to correct the current situation.

More recently, a company's success in the market was judged only by the size of its turnover and profit. But over time, the situation has changed. Now the position of the enterprise also depends on the assessment of its activities by consumers, authorities, means mass media etc. Cooperation with these groups from year to year is becoming an increasingly important coordination task in the work of any enterprise. In connection with this, there new term - « stakeholder management". Who are they stakeholders Why exactly do they influence the success of the company?

Terminology: the concept of "stakeholder"

A simple and accessible definition of the term "stakeholder" was given by Bradley Googins, director of corporate citizenship at Boston College: stakeholder is a group, organization or person who is influenced by the business structure and who themselves influence the business structure.

There are other definitions:

• Persons interested in the work of the enterprise;
• Persons who have rights, shares, conditions in relation to the company that meet their needs and expectations.

The work of a business structure is inseparable from the many people and organizations that it affects. These people are called stakeholders (key stakeholders).

Stakeholder classification

There is no specific classification of stakeholders, since they can vary greatly depending on the enterprise. But usually stakeholders are divided into two categories - primary and secondary.

The primary ones include those who are included in the inner circle, exerting an active influence on the company:

• Owners;
• Clients;
• Employees;
• Business partners.

Secondary stakeholders are distant and influence the enterprise indirectly. These include:

• Power structures;
• Investors;
• Competing and other companies;
• Mass media, non-profit organizations(public and charitable), figures who form public opinion etc.

There is also another stakeholder classification:

1. The acquiring party (for example, the buyer);
2. Customer (for example, a client);
3. Developer (responsible for requirements checking, design and subsequent testing);
4. Provider;
5. User (beneficial from the use of the product);
6. Manufacturer;
7. Accompanying person (supports the company);
8. Liquidator (a person involved in the liquidation of an enterprise);
9. Accreditor or inspector (responsible for checking the company for compliance with the requirements at launch);
10. Regulatory organization (engaged in checking the system during operation);
11. Rest.

Stakeholders at the stages of the life cycle of a business structure

The company has several stages of the life cycle, from development to liquidation. At any stage there are certain stakeholders.

Consider in this table, how stakeholders are related to stages For example:

Such a distinction between stakeholders will help to determine complete set of their needs, requirements and opportunities.

How are records kept and the degree of involvement of stakeholders?

There are 6 project states that measure stakeholder engagement and satisfaction:

1. Recognized (stakeholders identified);
2. Represented (a recruitment plan has been developed, representatives have been identified);
3. Involved (stakeholders actively participate in the work, fulfilling the assigned duties);
4. In agreement;
5. Satisfaction with implementation (achieving a minimum of expectations);
6. Satisfaction with use (achieving expectations above the minimum).

When accounting, you must use checklists, according to which it is possible to determine the degree of involvement and satisfaction of stakeholders. For example, if the stakeholder is in the "satisfied with the use" state, the following checklist is suggested:

• The new system is in use, the stakeholder provides an operational report;
• It confirms that the product meets all expectations.

It is with the help of these indicators that you can assess the current state of the project.

General principle of working with stakeholders

There are several stages in working with stakeholders. The first stage is characterized by identifying the stakeholders of your company. At the second stage, we highlight the expectations of stakeholders to the enterprise ( for example, for company employees - high wage, for customers and users - high quality product or service).

After identifying the requirements, it is necessary to evaluate how the company complies with them. Also at this stage, it is necessary to determine what needs to be done to increase the level of satisfaction and involvement of stakeholders. Once stakeholder requirements have been identified, a list of their responsibilities should be presented. For example, for suppliers, you can set the task of "implementing deliveries at the exact time specified", for government agencies to put forward the requirement "to interfere in the work of the company at a minimum level."

The last stage is to evaluate the result: how satisfied are the stakeholders, what is their opinion about the company, etc.

It is undeniable that key and interested parties have a strong influence on the operation and success of the company. Not without reason, about 72% of entrepreneurs around the world know who the stakeholders are and take into account their interests.

After all stakeholders create a certain system that can support the company not only at the stage of prosperity, but also in difficult times.

Video about stakeholders

In this video, Alena Apova will talk about stakeholders - interest holders, as they call themselves:

Theory of stakeholders (groups of influence) - any group or individual that can influence or be influenced by the organization.

Stakeholder theory argues that the goals of organizations should take into account the diverse interests of various parties, which will represent some type of informal coalition. The relative power of different influence groups is key in assessing their importance, and organizations often rank them in relation to each other, creating a hierarchy of relative importance. There may also be certain relationships between stakeholders, which are not always cooperative in nature, but can also be competitive. However, all stakeholders can be considered as a single contradictory whole, the resultant of the interests of the parts of which will determine the trajectory of the organization's evolution. Such a whole is called the "coalition of influence" or "coalition of business participants" of the organization.

Stakeholders (groups of influence) can be divided into four main categories:

financing the enterprise (for example, shareholders, investors);

the managers who lead it;

employees working at the enterprise (at least, that part of them that is interested in achieving the goals of the organization);

economic partners.

The behavior of influence groups or coalition members is determined by their interests. These interests are relatively stable over time, and different groups are willing to make different efforts to pressure the organization to adjust organizational behavior in accordance with these interests. Consider the typical interests of the main groups of influence

Organizational stakeholders and their interests

The table shows that each group of stakeholders has specific interests, but there are some areas where these interests overlap.

Let us now consider in more detail how stakeholder theory reflects the positions of some of the most important of these groups.

Owners. The rational approach on which economic theory is built involves a number of important assumptions about owners. In particular:

The company exists for the benefit of its owners;

The only task of the owner is to maximize his financial wealth;

Owners are interested in profit maximization;

Owners exercise full control and make all important decisions;

The owners' decisions are based on perfect knowledge, unlimited experience and ability.

Top management. Modern ideas suggest that not the owners, but the top management has the greatest weight in the strategic management of the organization. Ownership and management do not go hand in hand. It often happens that the owners do not attend the annual general meetings, and top management has the freedom to pursue their interests. Top managers can independently carry out the following important actions: receive a large salary, payments in the form of various bonuses and change the structure of the organization in accordance with their own interests; launch projects approved by them; benefit from various activities.

It is assumed that top managers can pursue their goals through the organization's goal of maximizing sales revenue. The argument is that increased sales mean more prestige, higher salaries, better position in dealings with financial institutions and easier managed staff.

Employees. The company sets goals and acts in response to the influence exerted by the personnel and their actions. Departments (such as financial, production, etc.) are aimed at attracting a part of the resources distributed by the company.

funding organizations

economic partners.

managers

Which group owns the Promotion Opportunities interest?

Suppliers

Shareholders

Workers.

The company exists for the benefit of its … ?

Owners.

Suppliers

Let's talk about the basic theory today, or something, or about who the stakeholders in the project are.

Stakeholders (or interested persons) are groups of people or individual people who are somehow affected by the project (both in a good and in a bad sense) or (and this is important, for some reason they often forget about it!) those who are not affected by the project, but they themselves can “affect” it or how -something to influence him, using the opportunities available to them.

To the first group includes both direct project participants (sponsor, contractors, managers who will have to allocate their resources to work on the project, etc.), and consumers of the project result (customer, end users, employees who will somehow be affected by a change in work processes, and etc.).

Second– those who are not directly affected by the project, but who can have a very tangible impact on it.

If you leave the whole thing to chance, there is a chance that you will not get the result of the project that you expected at all, so stakeholders need to be managed and carefully done so that they do not harm the project much, but rather help.

In general, in my opinion, stakeholder management as a separate field of knowledge in project management appeared in PMBOK only in the 5th version, and overlaps quite strongly with the field. I, at least, do not share these processes in my work.

The word "manage", of course, is not entirely applicable to the CEO or top managers, but you can replace it with "influence", the meaning will not suffer from this.

So, In order to influence stakeholders, you need to:

1. Identify stakeholders

Namely, make a list of all the people or groups of people who are the stakeholders of your project.

At this stage, you will need information about completed projects and the environment of the project (about the company and how it is customary to work in it), advice from the team and sponsor, and a rich imagination. We write out everyone we can remember and who, with a high degree of probability, can somehow influence. As an example - if you know for sure that your microproject CEO if he is not interested, there is no need to write him here, just like the President of the Russian Federation or Kim Il Sung.

In the list, we indicate the name, position, place in the project (team, sponsor, functional expert, etc.) and all the information that you will later need to manage it. What kind of information this will be depends heavily on the environment, for example, language, city of location, experience in the industry, and so on.

The attitude of a particular stakeholder to the project and its impact can be assessed already at this stage (after the list has been compiled) or at the next stage.

Influence means that at 5 - a person can simply stop the project and throw it in the trash (if you're not lucky - along with PM) or vice versa, with a stroke of the pen to make even the most ardent opponents of the project work, and at 0 - can only sadly watch what is happening and whine or rejoice changes (but this will not affect the project in any way).

Relationship means the current position of the person regarding the project: at -5 - he will do everything so that the project does not take place, or simply harm if possible (for example, he personally does not like you), at 0 - he does not care (or he does not know about the project at all yet) and at +5, he is ready to help and support with all his might, or at least happily waiting for the result. If you really want to, you can expand the scale to +/-10, but this will not help much.

By the way, it is better not to do this in the folder with the project documentation, since this is probably the most confidential information in it. When I look at my lists of stakeholders and analysis, I sometimes get silly at the thought that it can fall into the hands of one of them (pro - this is in the same lists). Therefore, I keep them on my home laptop.

Important! It is only in foreign books that people's attitude to a project is determined solely by the influence of this project on their activities. However, 50 percent of the attitude towards the project is the attitude towards you personally. No matter how good the project is, if this particular customer believes that, for example, you are not a professional or that you are too young and hardly know anything, he will still treat the project as a whole negatively, extending his attitude towards you. And this must be taken into account.

2. Compile and analyze the matrix of stakeholders

If everything was done correctly at the previous stage, then automatically or manually, on a piece of paper, you can build a matrix of stakeholders and see what chances your project has.

The simplest example standard means excel:



We analyze:

1. Top right side we have those who are for the project and who really can and want to help it. These are our main allies, they need to be informed in every possible way about the progress of the project, actively involved, if necessary, ask for help and protection, and contact them personally as much as possible. In the right project, there is always a sponsor here, and if you are very lucky, then the customer.
2. Right side down- those who cannot have a significant impact on the course of the project, but are happy with the project itself and expect positive changes from it. We regularly inform them and support their interest; at the stage of large-scale implementation of the results of the project, they will be a very significant fighting force.
3. Top left side- danger! These are the comrades who strongly disapprove of the project and are ready to do everything to prevent it from happening. You can try to convey to them everything that is reasonable, kind and bright that your project brings, but it rarely works out in life (try to explain to the top that he will feel good when you implement new system, which will cut half his department). If it didn’t work out (and most likely it didn’t work out), ideally, take this person and his tasks out of the scope of the project, and if it doesn’t work out, hide behind the back of the sponsor and leave interaction with these comrades to him. The worst example in my practice is when there was a forcibly appointed Customer, I still shudder, remembering.
4. Bottom left side- those who do not like the project, but they do not have the power to change something. Most often, these are users who do not want to change established work processes. This part needs to be actively monitored (so that they don’t start a little harm), regularly informed (very briefly). It is possible to change the attitude in general to a neutral one, if this is critically important for the success of the project, but it will require a lot of effort and time.

Accordingly, if in the matrix half of the participants are on the left side of the graph, and even at the top, and even the sponsor is among them (well, he was appointed by order) - the project can be closed and not waste time, it still has no chance.

If everything is on the right, you clearly have rose-colored glasses in front of your eyes (well, this doesn’t happen!) And you should check your list again to see if you have taken everyone into account.

If everyone is crowded in the middle, you will have to make an effort, but there are chances. And so on.

A couple of times I saw (and did it myself) options for the same matrix, but in which there was an additional assessment of the impact on the budget, timing and quality (separately). In large projects it makes sense, in small ones it doesn't.

A good point to which I would like to draw your attention- you should not count on the fact that you will be able to radically change the position of people and their attitude towards the project. You are not a magician, the project is not infinite, there is so much work in it. It makes sense to drag and try to move to the right only for “doubters”, that is, those who are in the range of +/-3, there may be some sense here.

For many years, by the way, I myself had not thought of this before and, probably, I would have continued to try to influence -5. I realized that this is really so only after being prompted by a competent trainer at a master class on stakeholder management.

For reference: at the same stage, there is another tool - a stakeholder map. But I do not use it (it seems to me quite meaningless and applicable only for very basic visualization), so I will not describe it, but it is easy to find in Google.

3. We prepare an action plan and refine

After analyzing the matrix, it's time to plan combat operations. The order is something like this:

1. For each stakeholder in the same source plate denote the chosen- maintain interest, increase the level of interest (“drag to the right”), level the influence, and so on. (doing nothing is also a strategy, if anything). If there are many stakeholders, and there is not enough time, this can be done only for the most influential, but it’s better for everyone.
2. For those with whom we decided to do something - determine motivation(if we can) and what exactly are we going to do. For example, we have a head of operations at -4 (a man of 65 years old), and I can assume from previous experience of interacting with him that his motivation is a distrust of IT and computers in general and an unwillingness to abandon the usual process of working on paper. With motivation figured out what to do? (here you can object that with motivation I can make mistakes - yes, of course I can, but only those who do nothing do not make mistakes). As a result, we decide - to ask for a meeting and bring with us a witness of the success of such a system in another company (let him tell how they got good), ask the sponsor to discuss these issues with him (I know they have lunch together from time to time), in presentations on the status of projects talk less about IT (no servers, interfaces and front-ends), give more analogies with the usual work with paper.
3. After everything is clear - update(or create if not already) communication plan, take into account all the nuances in it.
4. If specific actions have been identified - schedule their implementation.

By the way, for some reason, many do not use the sponsor's power and the opportunity to consult with him enough (if the sponsor is really a sponsor). If you carefully adapt the list and come to ask how best to deal with specific comrades, you can get a lot useful information and many pluses in karma for professionalism.

4. Manage stakeholders

It was all preparation, which is pointless to do if you do not use its results later. During the project, it is advisable to regularly return to the matrix and list, review it for completeness and relevance, make changes to and into the communication plan.

That's all. There is no magic, just a systematic approach and the time allocated for it - and the probability of project success increases significantly.

Good luck in working with stakeholders!

As soon as the world is born new project, he immediately has friends and enemies. The reason for this is very simple: any project entails changes. Well, people react to changes in different ways - someone is ready for them and warmly welcomes them, while someone does not like changes and is afraid, because they see them as a threat to their status, lifestyle, stability, or, even worse, taking on additional work. Both the former and the latter may be among the people who can influence the course and outcome of the project.

The people and organizations that influence the project are called stakeholders. The term "stakeholder", which has taken root among domestic project managers (from the English stakeholder, literally - "owner of a share"), is translated differently in the official literature. PMBOK offers the “interested party” option, our GOST 51897-2002 is “participant party” (Gost's translation is perhaps more accurate).

Stakeholders can be:
*Those who are actively involved in the project and work in it (project team, sponsor, steering committee, involved third-party companies and other performers, etc.)
*Those whose interests may be affected by the project and who will use its results (customers, heads of functional units and their employees, business partners, clients, buyers, etc.)
*Those who are not involved in the project, but who, by virtue of their position or professional activity, can influence it (top managers of the company, owners and investors, shareholders, creditors, external and internal partners that regulate government bodies etc.)

The project manager has to deal with all types of stakeholders. Its task is to identify key stakeholders for the project and manage their influence in such a way as to reduce Negative consequences this influence and strengthen the positive ones. In other words, the project manager must manage the stakeholders so that the project is successful. Easy to say, but incredibly difficult to do - the manager is faced with conflicting points of view and interests of people who often occupy a much higher position in the company than him, corporate political intrigues, behind-the-scenes fights. It is no coincidence that project management gurus advise to protect the team from external influences, up to the allocation of a separate room outside the office for it. This is exactly what the young Steve Jobs did when he created the Macintosh. By the way, he killed another rabbit with this - he emphasized the elitism of the team members and their belonging to the elite, and at the same time increased the prestige of the project.

But let's get back to our realities - no one will give us a separate office and transfer us to a desert island for the duration of the project. Therefore, the only thing left for us is to use the method of working with stakeholders, the essence of which is as follows.

In the first step, we must identify all stakeholders. We sit down at the table, take a pen and a piece of paper (oh, sorry, of course iPad) and start writing down all the people and organizations that can affect the project. The result is a list of stakeholders. It is good to involve the project team and the sponsor at this step - you may simply not know about all the parties involved, especially at the beginning of the project.

At the second step, we classify stakeholders according to their influence on the project and interest in it. In this case, it is convenient to use such a graphical representation, which is called the support and influence matrix:

The horizontal axis shows the influence of the stakeholder on the project, from strong to weak, and the vertical axis shows the attitude towards the project, from support to opposition. The axes divide the plane into four quadrants.

In quadrant 1 are those who bring joy and peace to our lives. :-) First of all, it's a sponsor. If the sponsor is not in the first quadrant, your project will have a short and bleak life. The project team should also be in the same quadrant. Also there may be customers and other interested parties, for example, a top manager of the company, in whose work the project will bring positive changes. The project manager must first of all work with this quadrant - after all, the driving force of the project is concentrated in it, it must be actively managed. It is impossible to allow the transition of stakeholders from this quadrant to others - the project will always lose from this. The strategy for working with this quadrant is "actively manage and don't miss out!"

In quadrant 2, those who are excited about your project but don't have much influence on it. Perhaps they are not very influential in the company either. Keep these people informed about the progress of the project on a regular basis - this will maintain their interest and maintain the overall positive attitude. And who knows if they will move to Quadrant 1 in the future, for example, having a career? The main strategy for working with this quadrant is to “keep up to date and in good shape!”.

In quadrant 3, weak opponents of the project. Their opposition is strong, but the impact is negligible. We must keep them in sight, otherwise they will suddenly become strong? Well, it's a good strategy to drag them into at least quadrant 2. Maybe they just don't understand their benefits from the project, help them see them. The basic rule of working with this quadrant is “do not neglect!”.

Dangerous enemies of the project lurk in the fourth quadrant. It is possible that you alone cannot cope with them. It is for such cases that it is necessary to attract a sponsor and other inhabitants of the first quadrant in order to influence opponents through them. The strategy for working with Quadrant 4 is “be prepared for danger and get ahead!”.

Pay attention to Mr. Flugerov. He is a rather influential figure in our country, but he is almost neutral in relation to the project. There are cases when stakeholders are located on the axes or close to them. Such an unstable situation is a potential risk zone for your project, you need to work with these stakeholders further. Otherwise, according to all the laws of meanness, neutral stakeholders will become enemies of the project.

At the third step, we develop an action plan - how we can influence each stakeholder, depending on which quadrant they are in, and taking into account the internal conditions of the project. For each stakeholder, the project manager should have answers to the following questions:
*What is he interested in? What are his goals in the project?
* How will his life change if the project is successful? What if it's unsuccessful?
*Why is he in this quadrant? Is it possible to drag it to others?
* How can it help and harm the project?
* How to prevent harm and, if this happened, how to neutralize the consequences?
* How to increase its positive influence?
When the action plan is ready, you can work with each stakeholder and regularly update our matrix, because life does not stand still - new stakeholders appear, old ones move to other quadrants. And it is very good if this is the result of your influence, and not the machinations of villains and villains.

Well, the last. When I talk about the impact of the stakeholder on the project, then, of course, we are talking about the impact on the timing, scope of the project, budget and quality. This is very important, but not the main thing. The most important thing is the influence on the project manager, on which all these parameters largely depend. Not abstract economic-temporal functions, but you yourself are the object of influence of stakeholders. It is you who will (and should) be helped by the sponsor, opponents of the project, both strong and weak, will put pressure on you.
Not so much in relation to some economic indicators how much the subjective attitude towards you personally will determine the attitude of the stakeholder to the project.

In general, as always, everything in the project depends on its manager. Well, what did you think? :-)