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Category 3 and 4:

• Preferably a short-term engagement for stakeholders in category 3 would best satisfy their expectations.

      As stated earlier this category of stakeholders are aware of the project and may have a wide spectrum of agendas,        ranging from quick revenue through gaining political mileage. Hence, for this category of stakeholders, a detailed              analysis would be required through expert judgment or other stakeholders with experience of dealing with them in            earlier projects. Once done, appropriate strategy can be formulated to upgrade their engagement level. An interesting      aspect of this category is that, through sustained efforts, their engagement level can be changed to leading level in           certain areas of the project.

• While the possibility of winning support of category 4 stakeholders is generally not possible, their negative influence         can only be neutralized by identifying and responding appropriately to the medium or channel of their influence.                 However, in a supply-deficit market, they may also take support level of engagement.

Stakeholder analysis should also bring out probable negative impact that may be triggered because of certain responses planned in the stakeholder management process. Such secondary and tertiary impacts may result in additional negative impact. If such an impact cannot be anticipated during the initial qualitative analysis, it must be captured during the monitoring process and appropriate response planned.

Depending upon the length of the project, interim analysis of the stakeholders using similar tools as the initial analysis is suggested on a predetermined frequency.

It should be clearly understood that the effectiveness of the entire process depends on a well conceived and meticulously performed stakeholder identification process and a well drawn communication management plan aligned with the stakeholder management plan.

Reference:

Project Management Institute (2013). A Guide to the Project Management Body of Knowledge (PMBOK® Guide) ?Fifth Edition. Newtown Square, PA: 

About the author : Mr. Ghose is a post graduate in engineering and technology with 36 years of experience in large manufacturing industries in projects, operations and maintenance, of which in excess of 22 years were in project and program management of large and mega integrated projects in ferrous and non ferrous metallurgical sectors, some of which were green field. A certified Project Management Professional (PMP)® with experience in all knowledge areas, Mr. Ghose has been driving projects from the senior management level for last 15 years. Presently, he is associated with Welspun Group of India as a president and unit head for its Welspun Maxsteel Ltd unit, responsible for operations of the performing unit and integrated steel project.