Course Progress
Part of 5 Chapters
Stakeholder and Communication: The Human Connection
Chapter 5. Stakeholder and Communication: The Human Connection
You can have the best plan in the world, but if the people involved don’t understand or support it, the project will fail. ==Stakeholder and Communication Management== is about building the relationships and information flows that keep the “human engine” running smoothly.
1. Stakeholder Mapping: Who Matters?
A stakeholder is anyone who can impact or is impacted by your project. Not everyone needs the same level of attention.
Stakeholder Power-Interest Grid
| Quadrant | Power | Interest | Management Strategy |
|---|---|---|---|
| **Key Players** | High | High | Manage Closely: Frequent updates and active engagement. |
| **Keep Satisfied** | High | Low | Meet their needs but avoid over-communicating. |
| **Keep Informed** | Low | High | Inform them of progress to maintain support. |
| **Monitor** | Low | Low | Minimal effort, but watch for changes in their status. |
2. Defining Roles: The RACI Matrix
Confusion about “who does what” is a major source of project stress. The RACI Matrix brings mathematical clarity to roles and responsibilities.
The RACI Matrix Model
| Role | Definition | Constraint |
|---|---|---|
| **Responsible (R)** | The person who actually does the work. | Can be multiple people. |
| **Accountable (A)** | The one who owns the result and 'signs off'. | MUST be only one person per task. |
| **Consulted (C)** | Subject matter experts whose opinions are sought. | Two-way communication. |
| **Informed (I)** | Those who need to be kept up-to-date on progress. | One-way communication. |
3. The Communication Plan: Right Message, Right Time
Don’t leave communication to chance. A formal plan defines the ==Who, What, When, Where, and How.==
Asking each stakeholder what information they actually need
Defining how often to communicate (Daily standups vs. Monthly reports)
Choosing the right medium (Email, Slack, Zoom, or In-person)
Ensuring there is a way for people to ask questions and raise concerns
4. Conclusion: Closing with a Legacy
The project isn’t over when the product is delivered. It’s over when the ==“Closing”== phase is complete. This includes archiving records, releasing the team, and most importantly, conducting the Lessons Learned session.
The Soft Skills: In the end, project management is 80% Communication and 20% Technical Tools. Your ability to listen, empathize, and lead will always be your most valuable asset.
📚 Prof. Sean’s Selected Library
- [Crucial Conversations] - Patterson et al.: Tools for talking when stakes are high and emotions are strong.
- [Stakeholder Management] - David Cleland: A strategic look at managing institutional relationships.
- [The 7 Habits of Highly Effective People] - Stephen Covey: Foundation for principle-centered leadership and collaboration.
Congratulations! You have completed the Project Management Master course. You now have a comprehensive framework to take any idea and turn it into a high-quality, successful reality. Go forth and lead your projects to victory!