This document discusses building an effective project team and stakeholder analysis. It recommends beginning with a top-down approach to identify team members and stakeholders. One should talk to each individually to understand their perspectives and potential concerns. Any conflicts should be resolved immediately. The document also introduces the ARMI tool for stakeholder analysis, which categorizes stakeholders' level of support and involvement in the project. Building the analysis involves identifying stakeholders, their potential roles, and current support levels to understand risks.

1. Section & Lesson #:
Pre-Requisite Lessons:
Complex Tools + Clear Teaching = Powerful Results
Building a Project Team
Six Sigma-Define – Lesson 4
A review of how to build a project team and stakeholder analysis using
the ARMI tool.
Introduction #08 – Key Roles in a Lean Six Sigma Project
Introduction #12 – CAP Model
Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted by any means
(electronic, mechanical, photographic, photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.

2. Building a Project Team
o How do I build a project team?
• Begin with a top-down approach.
 When reviewing the project with each level
(from the top-down), be sure to ask who
the next layer of team members will be.
• Talk to each person on the team.
 Visit with them 1 on 1 to find out:
– Do they agree with the problem statement?
– Do they agree with the scope?
– Do they agree with who else is on the team?
– What is their level of experience/expertise with the problem?
– Who are the other potential stakeholders for the project?
 Be sure to probe them if they answer “No” to any question.
– You may find other team members feel the same way - it may change the entire direction of the project.
• Resolve any team conflict immediately.
 It’s not uncommon for a Process Owner or SMEs to have conflicting opinions about the project’s direction.
 If there’s disagreement on a major point in the project (e.g., priority of the problem/project, scope, etc.),
then get it resolved quickly! Don’t ignore it!
– Some team members may not tell you about their disagreement or lack of support, but their behavior may indicate it
(e.g., won’t return calls/emails, late for meetings, many negative comments, indifference, etc.).
– These people are not “bad apples”; they can often become your greatest advocate. Listen to their perspective and
consider elevating their concerns to the team (without making them appear like a naysayer).
o Building a project team takes time, but it’s well worth the investment.
• Having the right team should give you confidence you’ll find the right solutions more quickly.
• If the project is well scoped, the team size should be between 5 to 10 people.
Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic,
photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.
Sponsor >
Champion >
Process Owner >
SMEs >

3. Stakeholder Analysis (ARMI) Defined
o What is a Stakeholder Analysis?
• It’s a tool to help evaluate who the project stakeholders are and their level of support.
o What does ARMI mean?
• It refers to the 4 different levels assigned to each stakeholder in the analysis. They are…
o What is the purpose of a Stakeholder Analysis?
• To understand all the different business areas affected by the project.
• To identify potential gaps or conflicts in the level of support by the stakeholders.
• To help plan what stakeholders to talk to and how to talk to them to increase their support.
o The Stakeholder Analysis (ARMI) helps identify any risk of acceptance.
• The goal is not to get a perfectly accurate or agreed upon assessment of each person’s support.
• The goal is to identify any perceived or potential gaps in each person’s support.
 Each gap represents a risk of “Acceptance” (Q x A = E).
 How can we improve the gaps to gain stronger support for the project and help ensure its success?
Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic,
photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.
3
A
Approver of team
decisions
R
Resource whose
expertise, skills or
clout may be
needed
M
Member of team
with authority of the
charter
I
Interested party who
should be informed
on direction &
findings

4. Stakeholder Analysis (ARMI) Example
o Below is an example of a Stakeholder Analysis (ARMI):
Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic,
photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.
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Define Measure Analyze Improve Control
Mickey Mouse Black Belt (Project Leader) M M M M M Strongly Supportive
Minnie Mouse Sponsor A A A A A Strongly Supportive
Goofy Champion A A A A A Strongly Supportive
Pluto Process Owner M M M M M Moderately Supportive
Daisy Duck SME 1 M M M M M Low Support
Donald Duck SME 2 M M M M M Moderately Supportive
Buzz Lightyear VP, Sales (Stakeholder) I I I I I Moderately Supportive
Woody VP, Pricing (Stakeholder) I I I I I Moderately Supportive
Hamm VP, Marketing (Stakeholder) I I I I I Low Support
Rex VP, Training (Stakeholder) I I Moderately Supportive
Mr Potato Head VP, Customer Service (Stakeholder) I I I I I Strongly Supportive
Mike Wazowski Director, Business Development I R R Moderately Supportive
James P Sullivan Master Black Belt (Mentor) I I I I I Strongly Supportive
Mr Waternoose Manager, Pricing I I I I I Moderately Supportive
Celia Director, Sales I I I I I Low Support
Randall Manager, Customer Service R R TBD
Roz Business Analyst (Reporting) I R R R R Moderately Supportive
Phlegm Bile Data Analyst I R R R R TBD
StakeholdersAdd'lSupport
Stakeholders Title/Influence
Project Phase
Stakeholder Analysis
CoreTeam
Legend:
A = Approval of team decisions outside their charter
R = Resource to the team; one w hose expertise, skills or clout may be needed on an ad hoc basis
M = Member of team w ith the authority and boundaries of the charter
I = Interested party, one w ho w ill need to be kept informed on direction and findings, if later support is needed

5. Building a Stakeholder Analysis (ARMI)
o How do you build the Stakeholder Analysis (ARMI)?
1. Identify all the core team members, outside stakeholders, and any additional support needed.
2. For each person, identify the type of support each may contribute for each project phase.
3. Estimate the level of support each person may have toward the entire project.
4. Review the analysis with the team to get their feedback.
5. For any stakeholder with less than strong support, discuss with the team how to improve it.
 Evaluate the level of risk each person may contribute to the project and prioritize them.
Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic,
photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.
5
Define Measure Analyze Improve Control
Mickey Mouse Black Belt (Project Leader) M M M M M Strongly Supportive
Minnie Mouse Sponsor A A A A A Strongly Supportive
Goofy Champion A A A A A Strongly Supportive
Pluto Process Owner M M M M M Moderately Supportive
Daisy Duck SME 1 M M M M M Low Support
Donald Duck SME 2 M M M M M Moderately Supportive
Buzz Lightyear VP, Sales (Stakeholder) I I I I I Moderately Supportive
Woody VP, Pricing (Stakeholder) I I I I I Moderately Supportive
Hamm VP, Marketing (Stakeholder) I I I I I Low Support
Rex VP, Training (Stakeholder) I I Moderately Supportive
Mr Potato Head VP, Customer Service (Stakeholder) I I I I I Strongly Supportive
Mike Wazowski Director, Business Development I R R Moderately Supportive
James P Sullivan Master Black Belt (Mentor) I I I I I Strongly Supportive
Mr Waternoose Manager, Pricing I I I I I Moderately Supportive
Celia Director, Sales I I I I I Low Support
Randall Manager, Customer Service R R TBD
Roz Business Analyst (Reporting) I R R R R Moderately Supportive
Phlegm Bile Data Analyst I R R R R TBD
StakeholdersAdd'lSupport
Stakeholders Title/Influence
Project Phase
Stakeholder Analysis
CoreTeam
As core team members,
these represent the biggest
risk. Start with Daisy, then
Donald & Pluto.
As executive stakeholders,
these are the next biggest
risk. Start with Hamm, then
the others.
As additional support,
these represent the least
risk. Start with Celia; and
consider contacting the
others as needed.

6. Practical Application
o Think of 2 project teams you were part of (personally or at work) and answer the
following questions:
• Were the roles and expectations clearly defined for each team?
 If not, then what impact did this cause? (i.e., confusion, political battles, lack of participation, etc.)
• Was there anyone that had low support at the beginning of the project?
 If so, then how did the project leader (or others) handle this?
 Did the support from that person improve by the end of the project?
– If so, then what do you think influenced it the change?
• Was there anyone that started with high support but later decreased to low support?
 If so, then how did the project leader (or others) handle this?
 What do you think influenced the change in their level of support?
• What would you do differently in building a team that could prevent some problems that you may
have experienced in the other project teams?
Copyright © 2011-2019 by Matthew J. Hansen. All Rights Reserved. No part of this publication may be
reproduced, stored in a retrieval system, or transmitted by any means (electronic, mechanical, photographic,
photocopying, recording or otherwise) without prior permission in writing by the author and/or publisher.
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