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Stakeholder Cube

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The Stakeholder Cube is a three-dimensional model that enhances stakeholder analysis by adding an extra dimension to traditional two-dimensional grids like the Power/Interest Grid. The Stakeholder Cube combines three attributes of stakeholders: their power (ability to influence the project), interest (level of concern about project outcomes), and attitude (supportive, neutral, or resistant to the project). By mapping stakeholders onto a cube where each axis represents one of these attributes, project managers can get a more nuanced understanding of stakeholder dynamics. This model helps in categorizing stakeholders into different segments based on the combination of their power, interest, and attitude. For instance, a stakeholder with high power, high interest, and a resistant attitude would require different engagement strategies compared to one with high power, low interest, and a supportive attitude. Using the Stakeholder Cube allows project managers to identify stakeholders who might not be obvious when using simpler models. It also helps in prioritizing stakeholders for communication and engagement efforts, ensuring that resources are allocated effectively to manage stakeholder expectations and influence. By understanding the complex interplay between power, interest, and attitude, project teams can develop more targeted strategies to gain stakeholder support, mitigate opposition, and enhance the likelihood of project success.

Stakeholder Cube: Complete Guide for PMI-SP Exam

1. What is the Stakeholder Cube?

The Stakeholder Cube is a three-dimensional model used in project schedule management to analyze and classify stakeholders based on three key dimensions:

• Power: The level of authority or influence a stakeholder has over the project schedule
• Interest: How concerned the stakeholder is about the project schedule
• Attitude: Whether the stakeholder is supportive, neutral, or resistant regarding schedule-related decisions

2. Why is the Stakeholder Cube Important?

Understanding the Stakeholder Cube is critical because:

• It helps schedule managers identify who needs to be engaged in schedule development and control
• It guides communication strategies for schedule updates and changes
• It supports risk management by identifying stakeholders who might impact schedule adherence
• It informs the level of detail and frequency of schedule reporting for different stakeholders
• It helps prioritize stakeholder concerns regarding time constraints

3. How the Stakeholder Cube Works

The cube creates a three-dimensional mapping where each stakeholder is positioned based on their:

• Power rating: High, Medium, or Low
• Interest level: High, Medium, or Low
• Attitude: Positive, Neutral, or Negative

This creates 27 possible combinations (3×3×3), allowing for nuanced stakeholder analysis. For example:

• High Power + High Interest + Positive Attitude = Key supporter who should be closely engaged
• High Power + High Interest + Negative Attitude = Potential blocker requiring careful management
• Low Power + Low Interest + Neutral Attitude = Stakeholder requiring minimal engagement

4. Applying the Stakeholder Cube to Schedule Management

After mapping stakeholders:

1. Develop tailored communication strategies for each stakeholder category
2. Prioritize engagement with high-power, high-interest stakeholders
3. Create influence strategies for stakeholders with negative attitudes
4. Determine schedule reporting format and frequency based on stakeholder positioning
5. Identify schedule champions (high power, positive attitude) who can help gain buy-in

5. Exam Tips: Answering Questions on Stakeholder Cube

• Remember all three dimensions: Questions may try to trick you by focusing on only two dimensions

• Focus on management strategies: The exam often asks how to handle stakeholders in specific cube positions

• Pay attention to movement: Questions may ask about stakeholders moving from one position to another in the cube

• Connect to communication planning: Be ready to link stakeholder cube analysis to communication approaches

• Know the highest priority stakeholders: Those with high power + high interest require the most attention, regardless of attitude

• Understand attitude management: Questions often focus on converting negative stakeholders to neutral or positive

• Link to schedule baseline: Be prepared to explain how stakeholder positions affect schedule baseline management

• Recognize dynamic nature: Stakeholder positions in the cube can change throughout the project lifecycle

6. Sample Exam Question Approaches

Question type 1: Stakeholder Positioning
For questions asking about where to place a stakeholder in the cube, analyze all information provided about their authority level, concerns about timing, and supportiveness.

Question type 2: Management Strategy
For questions asking how to manage a stakeholder in a particular position, consider both their influence level and attitude toward the schedule.

Question type 3: Improving Stakeholder Relations
For questions about moving stakeholders to more favorable positions, focus on communication strategies and involvement in schedule planning.

By mastering the Stakeholder Cube concept, you'll be well-equipped to handle stakeholder-related questions on the PMI-SP exam, particularly those focused on schedule impact analysis and communication planning.

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PMI-SP - Identifying Stakeholders Example Questions

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Question 1

In the stakeholder cube model, which combination of dimensions typically indicates a high-priority stakeholder who requires careful schedule management?

Correct Answer: High power, high urgency, and high legitimacy

In the stakeholder cube model, stakeholders with high power, high urgency, and high legitimacy require the most attention and careful management, especially regarding schedules. These three dimensions together represent the most influential and critical stakeholders. Power indicates their ability to influence project outcomes. Urgency represents time-sensitive claims or needs. Legitimacy reflects the appropriateness of their claims within the project context. The combination of all three at high levels creates what's called a 'definitive stakeholder' who requires priority attention in schedule management. Other combinations are less critical: - Having technical expertise alone doesn't equate to stakeholder priority - High legitimacy with low power reduces overall influence - Moderate power with high engagement still lacks the urgency component The presence of all three high-level dimensions (power, urgency, legitimacy) is the key indicator for identifying stakeholders requiring the most careful schedule management attention.

Question 2

Which aspect of the Stakeholder Cube model represents the probability of a stakeholder taking action during the project schedule execution?

Correct Answer: The Urgency dimension, indicating the stakeholder's likelihood to act

The Urgency dimension in the Stakeholder Cube model specifically measures the probability and speed at which a stakeholder might take action during project execution. This dimension assesses how likely it is that the stakeholder will actively engage or intervene in project matters, particularly regarding schedule execution. The other options are incorrect because: Proximity relates to how physically or organizationally close a stakeholder is to the project, not their likelihood to act. Power measures a stakeholder's level of authority and ability to make changes, but does not indicate their probability of taking action. Interest represents how much a stakeholder cares about the project outcomes, but does not specifically measure their likelihood of taking action during schedule execution.

Question 3

In the stakeholder cube concept, what dimension best represents a stakeholder's capability to influence the project's schedule?

Correct Answer: Power - The authority and resources to impact schedule decisions

In the stakeholder cube concept, Power is the most relevant dimension for representing a stakeholder's capability to influence the project's schedule. Power represents the authority, control, and resources that a stakeholder possesses to make or influence schedule-related decisions. Here's why: Power directly relates to the ability to make schedule changes, approve delays, allocate resources, and enforce timeline decisions. Stakeholders with high power can significantly impact project timelines through their decision-making authority. Why other options are less suitable: - Interest only indicates enthusiasm or concern about the schedule but doesn't necessarily translate to actual influence capability - Proximity relates to physical or organizational closeness but doesn't guarantee the ability to influence schedule decisions - Knowledge, while important for understanding scheduling concepts, doesn't automatically grant the ability to influence schedule changes While all dimensions are important in stakeholder analysis, power is the most critical dimension when specifically considering the capability to influence project schedules.

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