What is the Power Interest Matrix?
Definition: The Power Interest Matrix is a method of categorising stakeholders in a project according to how much power they hold and how interested they are in the outcome. It helps managers decide who needs close involvement, who needs regular updates and who should be kept informed of important changes.
The Power Interest Matrix is also known as the power-interest grid or Mendelow's matrix. Colin Eden and Fran Ackermann have also described stakeholder power and interest in their work on strategy.
The model is based on two questions:
- Power: How much authority or influence does this person or group have over the project? Can they approve decisions, provide resources, change the plan or stop progress?
- Interest: How closely do they follow the project and how much does its outcome matter to them?
By considering both qualities, a manager can adapt the amount and type of communication to each stakeholder, rather than sending everyone the same information.
The Power Interest Matrix
Power and interest form the two axes of a grid. This creates four categories of stakeholder. The original Corporate Coach Group article calls them Primary, Secondary, Tertiary and Minor stakeholders. The table also shows the widely used actions associated with each group.
| Group | Power | Interest | Recommended approach |
|---|---|---|---|
| Q1: Primary | High | High | Manage closely |
| Q2: Secondary | High | Low | Keep satisfied |
| Q3: Tertiary | Low | High | Keep informed |
| Q4: Minor | Low | Low | Monitor |
These categories guide communication. They should never be used as an excuse to disregard people's concerns or withhold information that they need.
How to manage Q1 Primary Stakeholders
Primary stakeholders have both high power and high interest. They may include the project sponsor, a senior manager responsible for delivery or a key customer.
They need to be closely involved in major decisions, risks and changes. Give them accurate progress reports, explain important options and ask for their views before decisions become difficult to reverse.
For example, a project sponsor may need a short weekly meeting, with immediate contact when a serious risk appears. These stakeholders should have enough information to make sound decisions without being overwhelmed by minor details.
How to manage Q2 Secondary Stakeholders
Secondary stakeholders have high power but relatively low interest in day-to-day activity. They may be senior decision-makers who control budgets or set policy but are not involved in routine delivery.
They do not normally need a running commentary. Give them concise updates on major progress, costs, decisions and problems that could affect their responsibilities.
Do not interpret low interest as permission to leave them out of important news. A powerful stakeholder who discovers a serious change too late may lose confidence in the project. Keep communication open, relevant and proportionate.
How to manage Q3 Tertiary Stakeholders
Tertiary stakeholders have high interest but less formal decision-making power. They may include employees whose daily work will change or people who will use a new system.
Although these stakeholders may not approve the project budget, their experience and cooperation can strongly influence how well a change works in practice.
Keep them informed, explain what is changing and give them opportunities to ask questions and raise concerns. Invite practical feedback, especially when they can identify problems that senior decision-makers may have missed.
The aim is to maintain understanding, motivation and commitment. Remember that a group of people with little individual authority can still have considerable influence when acting together.
How to manage Q4 Minor Stakeholders
Minor stakeholders have relatively low power and low interest. They may be people in another department who are only indirectly affected by a project.
They usually need limited communication, such as a brief announcement when a change is planned or a short message when it takes effect.
However, minimum effort does not mean no communication. Give people the information they need to understand what is happening and what, if anything, they must do. Check whether their interest or influence changes as the project develops.
How to use the Power Interest Matrix
Project leaders can use the matrix to build a practical stakeholder communication plan in five steps:
- List the stakeholders. Identify the people and groups who can affect the project or who may be affected by it. Include managers, employees, customers, suppliers and other relevant parties.
- Assess power and interest. Decide whether each stakeholder has relatively high or low power and interest. Use evidence and team discussion rather than assumptions based only on job titles.
- Place each stakeholder on the grid. Assign a Q1, Q2, Q3 or Q4 category. If someone is close to a boundary, record the uncertainty rather than forcing a false level of precision.
- Choose a communication approach. Decide what each person needs to know, how they should receive updates and who will be responsible for contact.
- Review the matrix. Reassess it at project milestones and whenever roles, risks, decisions or stakeholder interests change.
Power Interest Matrix example in the workplace
Imagine a manager introducing a new staff rota system across a business. Different people have different levels of power and interest in the change.
- Q1 Primary: The operations director is responsible for the outcome and has authority to approve the system. Involve them in key decisions and provide regular progress updates.
- Q2 Secondary: The finance director controls the budget but is less interested in daily implementation. Report important costs, delays and decisions, without sending every project detail.
- Q3 Tertiary: Employees who will use the new rota have a strong interest in how it affects their working lives. Explain the changes early, ask for feedback and respond to practical concerns.
- Q4 Minor: Staff in departments unaffected by the rota may need only an announcement explaining when the system will be introduced.
This is an example, not a fixed rule. If employee representatives gain a formal role in agreeing the change, their level of power may rise. The manager should then update the matrix and the communication plan.
The benefits of using the Power-Interest Matrix
The matrix helps managers avoid two common mistakes: failing to involve people who can affect important decisions, and giving too much detailed information to people who do not need it.
When used well, it can help a team:
- Concentrate management attention where it is most useful.
- Communicate clearly with people who have different concerns.
- Spot stakeholder risks before they delay the project.
- Keep interested employees informed and involved.
- Review relationships as the project changes.
The Power Interest Matrix works best when it is treated as a living plan. Use it alongside clear project responsibilities, which you can define with the RACI Matrix. If you need to present a proposal to senior stakeholders, read our guide to influencing decisions when you are not the most senior person.
Managers who want to improve their communication, decision-making and ability to lead people through change can develop these practical skills through our Leadership and Management Training course.
Power Interest Matrix
In project management, the Power Interest Matrix is a tool that maps each stakeholder on a grid by how much power they hold and how interested they are. It then sorts them into four clear groups, guides the team on the right amount and style of contact for each group, and must be checked often so talks stay on target.
CG4D Definition
Context: Project management
Genus: Tool
- Maps every stakeholder on two axes: power and interest
- Divides the map into four named groups
- Guides level and style of contact for each group
- Requires regular review as power or interest changes
Article Summary
The Power Interest Matrix lets you plot each stakeholder by power and interest, match your message to their needs, and in doing so slash confusion, boost buy-in and give your project a clear, faster path to success.