I would like you to mention situations in which the stakeholders have had some change in terms of their relationship during the project process. In my experience, some groups or individuals start out very overinterested and then it changes. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Yolanda,
agree with Rami.
Stakeholder management including identification and analysis is a ongoing and not ending task in any project. Yes, the bulk of efforts spent on that will be in the beginning, and even before the start of a project.
As an example, many PMOs are created by an executive sponsor to solve a specific problem. And this sponsor often looses interest once the problem solution is visible and the PMO may lack support, funding, influence as a result. Saving Changes...
A very common one relates to the sponsor - I've seen many situations where a sponsor either gets a more important project midway through the original one OR they get replaced by another sponsor who is not as interested in the project they inherit.
Yolanda,
This is not an answer to your question, but if you touched on the topic of stakeholder mapping, here is the link to an insightful article published by McKinsey & Co. on the limitation of the RACI matrix in the decision-making process: as an alternative to the RACI chart, the consulting company provides a peek into the DARE matrix (the Dare model), which stands for deciders, advisors, recommenders and execution stakeholders.
• Deciders: "We make the decisions."
• Advisors: "We have a voice in the discussion."
• Recommenders: "We explore and identify the options."
• Execution stakeholders: "We carry out these decisions."
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