BUSINESS ANALYSIS TECHNIQUE
Identifying the stakeholders is extremely important if conﬂicts are to be avoided
later in the project. Many initiatives have been derailed when an alternative
point of view has emerged, sometimes at a late stage. Identifying the interested
parties early on will help analysts to understand the range of views, and, where
necessary, handle the diﬀerences.
Stakeholder analysis (Techniques 26–29)
Stakeholder analysis is concerned with examining all of the stakeholders or
groups of stakeholders and categorising them according to factors such as their
level of inﬂuence and their areas of concern. It is important to carry out this
analysis, since this will provide a means of deciding the stakeholder management
strategies to be adopted.
There are four major techniques that are used to analyse stakeholders:
the power/interest or power/impact grid;
CATWOE, VOCATE or PARADE;
business activity modelling;
RACI or RASCI.
Analysing stakeholders is the key to working well with them. This is essential if
business analysis work is to be successful in delivering business improvements.
Early analysis of stakeholders can prevent the occurrence of many problems, in
late (too late!) emergence of conﬂicts;
misunderstandings about business needs;
implementation of poor solutions;
resistance or even antipathy.
Stakeholder management (Techniques 30–32)
Stakeholder management provides the basis for ongoing work with the
stakeholders during a project. It involves identifying and implementing
management strategies that enable analysts to deal with a range of stakeholders.
These management strategies are based upon the categorisation that has been
carried out during stakeholder analysis. They have to be supplemented by
additional techniques that help during the stakeholder management process.
These techniques assist with inﬂuencing stakeholders, negotiating with them
and managing conﬂict between them.
Three techniques that help with managing stakeholders are covered in this section:
stakeholder management planning;
the Thomas–Kilmann conﬂict mode instrument;