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The correct answer is Product Manager whose Executive is a sponsor for the project because IT will double revenue over two years - Update on status after decisions are made; A finance rep observing an IT staff meeting where IT has purchase authority - Inform to maintain sufficient buy-in; Communications Manager who is very interested in the project's success, but is not respected by peers - Communicate frequently and carefully as a top priority; An executive seeing how his managers are choosing employees for recognition over a year - Use little effort. Stakeholder Management: Power/Interest Grid This question tests the Power/Interest Grid - a core project management framework that categorizes stakeholders by their power (influence over the project) and interest (level of concern in the project), then prescribes an engagement…

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Communications Manager who is very interested in the project's success, but is not respected by peersProduct Manager whose Executive is a sponsor for the project because IT will double revenue over two yearsA finance rep observing an IT staff meeting where IT has purchase authorityAn executive seeing how his managers are choosing employees for recognition over a yearCommunicate frequently and carefully as a top priorityUse little effortUpdate on status after decisions are madeInform to maintain sufficient buy-in

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Product Manager whose Executive is a sponsor for the project because IT will double revenue over two years - Update on status after decisions are made
A finance rep observing an IT staff meeting where IT has purchase authority - Inform to maintain sufficient buy-in
Communications Manager who is very interested in the project's success, but is not respected by peers - Communicate frequently and carefully as a top priority
An executive seeing how his managers are choosing employees for recognition over a year - Use little effort

Explanation

Stakeholder Management: Power/Interest Grid

This question tests the Power/Interest Grid - a core project management framework that categorizes stakeholders by their power (influence over the project) and interest (level of concern in the project), then prescribes an engagement strategy for each quadrant.

Quadrant	Strategy
High Power + High Interest	Communicate frequently and carefully as a top priority
High Power + Low Interest	Update on status after decisions are made
Low Power + High Interest	Inform to maintain sufficient buy-in
Low Power + Low Interest	Use little effort

Item-by-Item Breakdown

1. Product Manager (Executive sponsor) → Update on status after decisions are made (High Power, Low Interest)

The Executive sponsor gives this stakeholder significant organizational clout = High Power. However, the sponsor's motivation is a long-term financial outcome (doubling revenue over two years), not day-to-day project involvement = Low Interest in operational details. The correct move is to keep satisfied - loop them in after decisions, but don't pull them into every discussion.

Common mistake: Assuming executive backing automatically means high interest. The backing is financial/strategic, not operational.

2. Finance rep observing IT meeting → Inform to maintain sufficient buy-in (Low Power, High Interest)

The critical detail is "IT has purchase authority." Finance is watching, not deciding - they have no formal authority here = Low Power. But they're present and engaged = High Interest. Keep them informed enough that they don't become adversarial, but don't over-invest in them.

Common mistake: Assuming a finance role = high power. Power is contextual - here IT holds the authority.

3. Communications Manager (not respected by peers) → Communicate frequently and carefully (High Power, High Interest)

"Very interested" = High Interest. Despite peer disrespect, a Communications Manager holds positional power over messaging and information flow - they can shape or damage project perception = High Power. Manage closely. The peer disrespect actually makes careful engagement more critical, not less, as they may act unpredictably.

Common mistake: Treating "not respected by peers" as a proxy for low power. Formal role authority is separate from social standing.

4. Executive (watching employee recognition) → Use little effort (Low Power, Low Interest)

This executive is focused on an entirely different process (recognition cycles) with no direct tie to the project = Low Interest. They have no project authority or sponsorship role = Low Power relative to this project. Monitor passively; no proactive engagement needed.

Common mistake: Assuming executive title always means High Power. Power is project-relative - a non-sponsor executive watching unrelated processes is effectively peripheral.

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