Interested Parties Register

•    Project manager
•    Project team members
•    Project sponsor
•    Customer
•    End users
•    Vendors/suppliers
•    Business partners - External organizations that have a special relationship with the enterprise, provide specialized expertise or fill a specified role such as installation, training or support
•    Organizational Groups
•    Organizational groups
•    Functional managers
•    Other Stakeholders

o    Environmentalists, social pressure groups

o    Government and political leadership

Interested Party Register
Input into the Interested Party Register may come from many different sources including, but not limited to, Sponsor, senior leadership, project request form and/or business case, business requirements, subject matter experts within business unit(s), and interaction with other stakeholders. The register is normally completed by the Project Manager.

The Interested Party register is one of the key deliverable from the define stage, it is a living document and should be continuously reviewed throughout the project for any changes in stakeholder influence or impact, especially if there are changes in scope or requirements.

For small and less complex project following project-LITE methodology the stakeholder register within Team Dynamix should be used to identify all project interested parties

For large and more complex projects following the Standard Project methodology the interested party register should be used. 
 

Note: The information in this register also contains fields to record the results of stakeholder analysis which can produce information that can be very sensitive and is meant for limited circulation only.  Exercise caution in who this document is sent to and how it is published.  

Interested Party Analysis
Interested party analysis involves gathering and analysing information to determine whose interests should be taken into account through out the project.  It identifies interests, expectations, and influence of the interested parties and relates them to the purpose of the project

Interested Parties Power Map
The influence/impact grid groups Interested Parties based on their active involvement (influence) in the project and their interest the project planning or execution (Impact).   An Interested Party's position on the grid shows the type of player (category) the Interested Party is for the project and identifies how that Interested Party should be managed

 

 

1. High Power, High Interest (Manage Closely)

These interested parties are influential and highly invested in the project’s success. They need to be actively managed and kept informed throughout the project.

• Project Sponsor – Typically funds or endorses the project and wants to see successful outcomes.
• Executive Team – Senior leaders interested in strategic outcomes, high-level success, and alignment with organizational goals.
• Key Clients or Users – Especially if they are the main beneficiaries or significantly affected by the project's success.
• Regulatory Authorities – If compliance is critical, regulatory bodies may need to be managed closely.

2. High Power, Low Interest (Keep Satisfied)

These interested parties have significant influence but may not be directly involved in day-to-day project activities. They should be kept informed and satisfied, so they remain supportive.

• Board of Directors – They have high power but may only need periodic updates unless issues arise.
• Legal and Compliance Team – Holds high influence, especially if the project could have legal implications.
• Financial Controllers – They may need information on budget impacts but don’t need continuous involvement.
• Senior Management of Other Departments – May influence resources but aren’t directly invested in daily project outcomes.

3. Low Power, High Interest (Keep Informed)

These interested parties have a strong interest in the project’s outcomes but limited power. Regular updates and engagement will help keep them informed and satisfied.

• Project Team Members – Directly working on the project and interested in its success but with limited decision-making power.
• End Users or Students (in an educational context) – They’re directly affected by outcomes but have low influence on project decisions.
• Customer Support or Service Teams – May have a strong interest in project outcomes, especially if it affects how they serve clients.
• Community Groups – Especially if the project impacts them directly, they may want regular updates but don’t have significant influence.

4. Low Power, Low Interest (Monitor with Minimal Effort)

These interested parties have minimal interest and low power. Occasional monitoring and minimal communication are generally sufficient.

• General Public – May only have peripheral interest in the project’s outcomes.
• Indirectly Affected Employees – Staff in departments not directly impacted by the project.
• External Vendors with Minimal Involvement – Suppliers or vendors whose roles are limited to minor aspects.
• Distant Partners or Affiliates – Organizations or affiliates not directly affected by project outcomes but may have a minor connection.

Interested Party Engagement Map

The Interested Party engagement map is a tool used by the project manager to identify the level of engagement required at each stage of the project from each Interested Party.  This information can then be used by the Project Manager in determining how to manage various Interested Parties.   For example, at the beginning of the project it may be necessary for the senior leadership to be highly engaged in order to clear away any obstacles.  Once these have been removed, it may be sufficient to change their level of engagement from leading to supportive, and other interested parties such as end users, may become more important.  

 

The current engagement level of all Interested Parties is compared with the planned engagement level required for successful project completion.  The engagement level of the Interested Parties is classified as follows:

 

Unaware – Unaware of project or potential impacts
Resistant – Aware of project and potential impacts and resistant to change
Neutral – Aware of project, yet neither supportive nor resistant
Supportive – Aware of project and potential impacts and supportive to change
Leading – Aware of project and potential impacts and actively engaged in ensuring the project is a success