Summary: Stakeholder Management Flashcards Mrics L2

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• 1 Stakeholder Management Flashcards MRICS L2

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• INTERVIEW Q1 — What is stakeholder management and why is it important in project management?

  Stakeholder management is the systematic identification, analysis, planning, and implementation of actions to engage those who can affect or are affected by a project (Freeman, 1984). Important because over 70% of project problems are human, not technical. Poorly managed stakeholders cause delays, design changes, community opposition, and disputes. RICS identifies 10 principles. On Al Ula, managing SEC (utility authority controlling Power on Site milestone) was a direct critical path challenge.

• INTERVIEW Q2 — How do you identify and prioritise stakeholders on a project?

  Use Mendelow's Power/Interest Grid. Identify all stakeholders through document review, team interviews, and organisational mapping. Plot each by power (ability to influence) and interest (level of concern). Key Players (H/H): maximum engagement. Keep Satisfied (H/L): targeted, periodic updates. Keep Informed (L/H): regular structured communication. Minimum Effort (L/L): monitor only. On Al Ula, I applied this at project start and reviewed monthly. When the PS issue arose, SEC moved from Keep Informed to Key Player.

• INTERVIEW Q3 — Describe how you would plan a stakeholder engagement strategy using the CASE model.

  CASE is a 6-step framework: Step 1 — clarify my role and team's. Step 2 — define the task (activities, outputs, outcomes). Step 3 — assess environmental complexity. Step 4 — identify all stakeholders and map by power/interest. Step 5 — plan mechanisms and timing for influence. Step 6 — review effect continuously and adapt. On Al Ula, I applied CASE Steps 3–5 when the PS risk emerged — assessing SEC's complexity (6–8 week review cycle), identifying influence mechanisms, and reviewing weekly until submission was made.

• INTERVIEW Q4 — How do you manage competing stakeholder interests on a project?

  Apply Principle 8 (Compromise). Acknowledge different stakeholders have legitimate but different definitions of success (Principle 9 — WHO+WHAT+HOW). Map all parties and identify where interests diverge. Find a "centre of gravity" — a position satisfying the minimum threshold for each party. On Al Ula, client wanted minimum cost, PMC wanted schedule protection, contractor wanted scope clarity. I presented 3 options addressing each party's primary concern. Client chose Option 3 — the compromise position satisfying all three.

• INTERVIEW Q5 — What is the RACI matrix and how is it used in stakeholder engagement?

  RACI = Responsible (does the work), Accountable (owns outcome — only one per task), Consulted (two-way input), Informed (one-way update). In stakeholder engagement, RACI ensures every stakeholder has someone assigned to engage them — preventing gaps or duplication. On Al Ula for SEC engagement: I was Responsible for programme analysis, PMC was Accountable for formal submission, MEP team was Consulted, client director was Informed. This clarity enabled fast, coordinated action on a high-risk item.

• RAPID REVIEW 1 — Freeman's definition of a stakeholder

  Any group or individual who can affect, or is affected by, the achievement of an organisation's objectives. (Freeman, 1984)

• RAPID REVIEW 2 — Mendelow's Power/Interest Grid — 4 quadrants

  Key Players (High Power/High Interest) | Keep Satisfied (High Power/Low Interest) | Keep Informed (Low Power/High Interest) | Minimum Effort (Low Power/Low Interest)

• RAPID REVIEW 4 — RACI roles

  Responsible (does) | Accountable (owns — one only) | Consulted (two-way) | Informed (one-way)

• RAPID REVIEW 5 — 10 RICS Stakeholder Engagement Principles (key ones)

  (1) Communicate (2) Consult early and often (3) Remember they're only human (4) Plan it (5) Relationships are key (6) Simple, but not easy (7) Just part of managing risk (8) Compromise (9) Understand what success is (10) Take responsibility

• RAPID REVIEW 6 — Why must the Power/Interest Grid be continuous?

  Stakeholder positions shift. Low-power stakeholders can gain power quickly (media, legal challenge). The grid must be reviewed regularly — not just at project start.