Stakeholder Analysis and Management
Stakeholders are anyone affected by, or able to affect, the change. This domain tests whether you can identify, analyse, and plan engagement. Key concepts: the difference between stakeholders (individuals/groups with an interest) and actors (those who interact with a process or system); primary, secondary and tertiary categories; and the classic power/interest grid producing four strategies - high power/high interest: manage closely; high power/low interest: keep satisfied; low power/high interest: keep informed; low power/low interest: monitor. Also know RACI (Responsible, Accountable, Consulted, Informed) for roles within activities, and the idea of stakeholder attitudes (champion, supporter, neutral, critic, blocker), which change over time and must be re-assessed.
Traps
Questions frequently confuse Accountable with Responsible: only one person is accountable for an activity, while several may be responsible for doing it. Another trap is treating the power/interest grid as static - engagement plans must be reviewed as influence and interest shift. Beware options that say 'inform all stakeholders about everything'; over-communication to low-interest groups wastes effort and can create noise. Also watch for 'supplier' being assumed external when they may be internal.
Rule of thumb
Match engagement effort to influence and interest, and record both the stakeholder's position and the strategy to move them toward support.
Worked example
A finance director has high power but low day-to-day interest in a CRM upgrade. The grid says 'keep satisfied': send concise milestone summaries and escalate only material risks, rather than inviting them to every workshop.