The Salience Model can help you analyze your Project’s stakeholders

Introduction
The success of a project depends on how well you manage the expectations of your stakeholders. Stakeholder Management is an important part of Project Management due to the critical impact they can have on projects.
A project can have many stakeholders. A smaller project may have fewer stakeholders. This makes it easier to manage. Large projects can have many stakeholders. This makes it more difficult to manage.
In real-world situations, it is impossible to treat all stakeholders equally. Every stakeholder has their own expectations and requirements. These expectations and requirements must be managed. First, identify and classify the project stakeholders.
It is crucial to classify stakeholders. This allows you to separate stakeholders according to their power, interests, urgency, etc. Once you have classified your stakeholders, you can develop your stakeholder management plan.
The PMBOK Guide outlines four models for classifying stakeholders.
1. Strom/interest grid
2. Power/influence grid
3. Influence/impact grid
4. Salience model
The first three models have similar attributes, but they use two attributes. The salience model PMP has three attributes. To classify project stakeholders, we will examine the salience model.
Stakeholders
What does stakeholder salience actually mean?
Stakeholder salience refers to the extent to which stakeholders are visible, vocal and important to a project. It is an important aspect in stakeholder management. It is not uncommon for vocal stakeholders to try to define requirements and make decisions that are beyond their authority and expertise. This can often lead to problems.
Let’s see who the stakeholders are and gain some insight into this area.
An individual, a group or an organization can be considered a stakeholder. A stakeholder can affect, perceive itself to be affected, or be affected by a decision or activity that results in a project. Stakeholders could have interests that are positively or negatively affected depending on the project.
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They may or not be involved in the project. Stakeholders can also influence the project and its deliverables. This could help to achieve strategic business objectives or other requirements.
All members of the project team and all interested entities are considered stakeholders. They can be external or internal to an organization. The project team will identify internal and external, positive or negative, performing and advising stakeholders. This allows them to determine the project requirements and expectations of all involved. These stakeholders should be managed by the project manager. To ensure a successful outcome, the project manager must consider the requirements of the project. The following diagram illustrates the relationship between project and project team.
Participating in a project requires that stakeholders have different levels of responsibility and authority. This level of responsibility and authority can change throughout the project’s lifecycle. They may contribute in surveys or focus groups, or they could be fully involved in project sponsorship. This could include providing financial, political, and other support. Other stakeholders can also hinder the project’s success, either actively or passively. These stakeholders will require the attention of the project manager throughout the project’s lifetime.
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Identifying stakeholders is an ongoing process throughout the project’s life cycle. Identifying stakeholders, understanding their influence on a project and balancing their needs, expectations, and demands are all part of the process.