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Stakeholder Analysis 101 (Example & Template Included)

A stakeholder is anyone who has a vested interest in a project. If your stakeholders aren’t satisfied with the results of a project, you’ve failed. Therefore, in order to successfully complete a project, it’s essential to gain a clear understanding of who your stakeholders are, what their expectations are and what motivates them. This process is called stakeholder analysis.

What Is Stakeholder Analysis?

Stakeholder analysis identifies and prioritizes stakeholders before the project begins. It organizes stakeholders into groups according to how much they participate in the project, what their interest level is and how much influence they have. Once these people are identified and organized, then you must figure out the best way to involve each stakeholder in the project, including the best channels for communication based on their needs.

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Stakeholder Analysis Template

Use this free Stakeholder Analysis Template for Excel to manage your projects better.

Communication is key to stakeholder analysis because stakeholders must buy into and approve the project, and this can only be done with timely information and visibility into the project. The former puts the project in context while the latter builds trust. All this leads to the project being in strategic alignment with stakeholders and the overall business goals of the company.

Why Is Stakeholder Analysis Important?

Stakeholder analysis is a way to get help from key project players. Once you determine who these key stakeholders are, then you can bring them into the project kickoff meeting to help align the project with strategic objectives. Their experience helps a project avoid pitfalls and getting their help builds stronger relationships. They can also help with conflict resolution during the project execution.

Stakeholders are also crucial for delivering the resources you need to get the project done right. When there is good communication between a stakeholder and a project manager, then the stakeholder can help deliver the people, tools and other resources necessary to get the project done.

The process of going through stakeholder analysis is also a way to build a relationship of trust with stakeholders. Once you have a line of communication open with stakeholders, develop a good rapport and show transparency in the project, you encourage trust. These elements should be considered in your stakeholder management plan .

Project management software helps keep the lines of communication open between project managers and stakeholders. ProjectManager is award-winning project management software that has customizable reports that are easy to share with stakeholders to keep them updated. After you do the stakeholder analysis, use filtered status reports or portfolio reports to manage stakeholder expectations. Get started with ProjectManager today for free.

Stakeholder Analysis Steps

Stakeholder analysis uses a technique called stakeholder mapping. Before starting, you first must decide on the focus of the project. This will determine who is most important in terms of stakeholders. Once that is determined, then you can download our free stakeholder map template and follow these steps.

1. List the Stakeholders

As noted above, stakeholders come in all shapes and sizes. While it’s important to narrow the focus that comes in later. At this point, you want to list everyone who is a stakeholder , no matter the level of their significance to the project. As you list your stakeholders, keep in mind that they fall into two main categories: those who are affected by the project and those who contribute to it.

For example, the project manager and the team are contributors to the project, while the end-user is someone who is affected by it. It’s possible that stakeholders fall into both categories. The better this list is, the less likely you’ll be delayed or sidetracked during the project.

2. Analyze Stakeholders

What are the roles and expectations of all those stakeholders that you have listed above? Some stakeholders are going to have more importance to the project and their expectations will have more of an impact than others. This is where you make those determinations.

You can discern this by using an influence-interest matrix, which is a box broken into four sections. You should place your stakeholders in one of the four boxes based on their interest and influence levels.

The top of the box is broken into two sections: keep informed and manage closely. The lower half of the box is also broken into two sections: minimal contact and keep satisfied. Anyone placed to the right of the box has more influence, while anyone placed near the top of the box has more interest. If a stakeholder is placed in the top right, then they have a lot of interest and influence, making them important players in the project.

3. Prioritize Stakeholders

Once you have a thorough list, you can begin prioritizing them by importance to the project. Decide who among them has the most influence on the project plan and is affected by it. You can use the influence-interest matrix again to help with prioritizing stakeholders.

Don’t forget that the status of your stakeholders is not static, they can change throughout the course of the project. Stakeholder analysis is not a one-time thing but is a process that should continue throughout the project.

4. Engage Stakeholders

Finally, with the information created in your stakeholder map, you figure out how to engage your stakeholders. This is the process by which you win over stakeholders, and get their understanding and support to help fuel the project, putting it on the right course. This leads to a communication plan that outlines the channel and frequency of communications between you and each stakeholder. You can use our communication plan template to get started.

ProjectManager has dozens of free project management templates for Excel and Word that can help manage projects throughout their life cycle. Use our free stakeholder analysis template for Excel to capture all the pertinent information you need to manage stakeholders’ expectations.

Stakeholder Analysis Example

To better understand what stakeholder analysis is look at a stakeholder analysis example. We’ll keep it simple, say hiring a contractor to build a playhouse for your child.

First, you want to list all the stakeholders, which includes the owner, you, and your child, but also the contractor you’ve hired for the project. Now, analyze those stakeholders. You have a high influence on the project and make the decisions, while your child has a medium influence as you want to build something the child will like. The contractor isn’t a decision-maker but has a high influence on the execution of the project.

Prioritize these stakeholders, such as you as owner will have the highest priority, the contractor next and the child last. In terms of engagement, you and the contractor will likely want to have daily discussions on the progress of the project. The child is probably only interested in the final delivery.

Stakeholder Analysis Tools

To excel at stakeholder analysis, you’ll need the proper tools. They will help you identify, prioritize and communicate with your stakeholders. Here are some that we recommend.

Stakeholder Map or Power/Interest Grid

A stakeholder map is a matrix that helps to categorize stakeholders. It helps with the analysis and management of stakeholders by mapping them to a grip that shows their power and interest in the project.

Stakeholder Knowledge Base Chart

This stakeholder analysis tool maps stakeholders based on their knowledge of the project and their attitude toward the project. It’s a box divided into four quadrants: aware/opposition, aware/support, ignorant, opposition and ignorant/support.

Stakeholder Salience Model

This model is used to define how much priority and attention a project manager should give to competing stakeholder claims. It does this by measuring each stakeholder’s power, legitimacy and urgency.

Stakeholder Onion Diagram

This analytical tool is used to figure out who are the stakeholders in the project and how each of the stakeholders’ roles interacts with the project . Like an onion, there’s a process or product at the center that’s surrounded by layers of stakeholders.

RACI Matrix

RACI is an acronym that stands for responsible, accountable, consulted and informed. This matrix then will define each stakeholder as one of those four letters in terms of activities or decision-making.

How ProjectManager Helps With Stakeholder Management

Once you’ve identified and analyzed your stakeholders, you’re going to have to work with them. That’s where ProjectManager comes in. Our award-winning project management software has all the tools you need to manage your projects and keep your stakeholders engaged.

Naturally, stakeholders have an interest in the project. But, that doesn’t mean you have to give them every detail. Sometimes it’s the big picture that counts. ProjectManager has a real-time dashboard that paints the project in broad strokes, such as task progress, costs and project variance. These colorful graphs and charts make it easy to see where the project is right now.

Unlimited File Storage

Projects make paperwork. Stakeholders like those business cases and want to have access to them. ProjectManager has unlimited file storage, so add as many project-related documents and images as you like. Everything is in one place and easy to find. Keep stakeholders happy.

ProjectManager is online project management software that helps project managers manage their projects, teams and stakeholders. With planning, tracking and reporting tools, managers and teams are prepared for every project phase.  See how ProjectManager can support you and your stakeholders with this free 30-day trial.

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Stakeholder Analysis: Approaches, Examples, Templates, and Tools

• 11 min read
• Published: 24 Mar, 2023
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If you’re a big BBQ fan, maybe the sound of the word “stakeholders” gets you thinking about a juicy, dry-rub ribeye. Well, sorry to disappoint you, but we won’t be talking about an s-t-e-a-k today. Instead, we’ll discuss the role of stakeholders (people, not cuts of beef!) in product management and look at how to analyze their potential impact on your project.

Not THAT stakeholder

But first things first, let’s clear up the terms and define  who the stakeholders in the project (or product) management are .

What is stakeholder and stakeholder management?

A stakeholder in project/product management is basically anyone who is affected by or who can affect the project/product. Some stakeholders are actively involved in the project, while others just monitor the progress or are only interested in the outcome. In other words, we can say that stakeholders are anyone working on the project, controlling it, approving it, paying for it, assisting it, or using its results. We can differentiate various stakeholder categories depending on diverse criteria, for example:

• internal (belonging to the same organization as a marketing team or the C-suite) or external (outside of the organization like third-party data providers or consultants);
• those who can affect product development (e.g., investors) or those who are affected by the product (e.g., end customers);
• individuals (e.g., a product manager), companies (e.g., competitors, governments), or groups (e.g., team members, industry influencers); and so on.

Some external and internal stakeholders types

Since stakeholders are of direct relevance to how your project goes or how your product is developed, it’s obvious that to achieve your objectives, you have to somehow build and maintain effective relationships with them. That’s called stakeholder management. In other words, stakeholder management is the process of identifying, analyzing, and engaging with various groups and individuals who have an interest in the project. These activities are mostly conducted by a product or project manager – or a business analyst . Handling relationships with stakeholders is one of the key aspects of product management and is equally important for projects and organizations of any size. Why? For example, you can have the best product idea ever, but if you don’t get buy-in from your sponsors (say, you didn’t communicate potential benefits well enough), you might simply not have sufficient resources to bring it to life! Or, if you don’t align the project objectives across different stakeholder groups, you risk having all sorts of conflicts during product development which can slow it down significantly – just because of a lack of communication or an improper approach. So stakeholder management is an essential, ongoing process during the entire product lifecycle . And one of its main components is stakeholder analysis – which finally brings us to our main topic of discussion.

What is stakeholder analysis and why is it important?

Stakeholder analysis in project/product management is the process of identifying stakeholders, scrutinizing them, categorizing them, and evaluating their needs and requirements. Some sources don’t include the identification part and describe it as a separate, preparatory stage, but for the sake of getting a complete picture, we’ll discuss it as well. The primary goals of stakeholder analysis are

• to identify and align all stakeholders,
• to define the needs and expectations of each stakeholder,
• to assess the impact of various stakeholders on your project, and
• to categorize stakeholders into groups for further management activities.

As Dmytro Hurkovskyi, a business analyst at AltexSoft, shares, “ Stakeholder analysis is very rarely formalized. All project managers and business analysts have to interact with stakeholders and manage them, but they seldom do the full-fledged analysis – unless issues arise.” We recommend performing a stakeholder analysis before or during the early stages of your project as it will give you an understanding of further interaction strategies. Moreover, it’s not the once-and-for-all thing. Consider conducting stakeholder analysis at each new stage of your project or at sensible intervals to see if anything changed and adjust your stakeholder management strategies if needed. Analyzing stakeholders will help you understand how to

• communicate with various stakeholder groups depending on their position, interests, and impact level;
• engage stakeholders and gain their support;
• address stakeholder-related conflicts/issues that can hinder or otherwise harm the project; and last but not least,
• balance the interests of different stakeholders – since, as you might know from your professional experience, they often contradict each other.

Conducting a comprehensive stakeholder analysis will allow you to know your stakeholders in and out, learn their expectations, predict their reactions, and find optimal ways to approach them to gain the best results for your project. On top of that, Dmytro Hurkovskyi confesses, “ We often lack efficient communication from our stakeholders’ side. We sometimes wish they also performed a stakeholder analysis to optimize our interactions.” So stakeholder analysis can prove to be a helpful practice for any company. Now that we see its benefits, let’s talk about how to perform it.

How to do a stakeholder analysis?

A stakeholder analysis includes several key stages. As we mentioned earlier, first you have to find out who your stakeholders are. So the initial stage is identification.

Identify: Make a list of all stakeholders

To identify stakeholders, look around for anyone you interact with on the project, who might have an interest in the outcome, or who can influence what you do in any possible way. Some ideas for coming up with a complete list are

• brainstorming with your team,
• asking other teams/departments who their stakeholders are,
• checking historical data from previous projects, and
• exploring the market and competing companies for similar projects.

As you do all that, you might end up with a lot of irrelevant listings but worry not. Just cross out all the unnecessary points when you have the final list of stakeholders. It’s still probably going to be long and frightening but further categorization will help, believe us.

Assess: Collect information

Just go ahead and open that stakeholder chocolate box. Source: Twitter

Here are some questions you might want to ask.

• What are your expectations for this project?
• What does project success look like to you?
• How does the project's success benefit you?
• What is your desired/ideal level of engagement in the project?
• What project information would you like to receive?
• Do you have any concerns about the project?
• Are there any stakeholders that you believe are in conflict with your interests?

A sample stakeholder analysis table

Categorize: Create a stakeholder analysis matrix or use the Salience model

Power-interest matrix

As you can see, you’ll have 4 main stakeholder groups (the exact distribution greatly depends on the project, so we can only provide an example).

• High influence and high interest – this category will probably include your investors or sponsors, your key partners, and so on. Make sure you actively collaborate with them on a regular basis.
• High influence and low interest – you might want to place the regulatory entities and board members in this quadrant. As this group is capable of impacting your project, it’s important to keep them informed and satisfied with the progress. However, be careful not to turn them off by over-communicating (remember the low interest part which means they don’t need too many details).
• Low influence and high interest – these might be, for example, your team members. They might have great ideas for the project but keep in mind that they aren’t the ones who have a significant impact. Establish a regular communication schedule to keep them in the loop and take advantage of their passion for the project and overall commitment to the company's success.
• Low influence and low interest – these are secondary stakeholders like end customers. You don’t have to communicate with them closely but be sure to check on them once in a while to see if their interests or attitudes change. Plus, remember they can become a significant force if they act together (hello, social media!).

Stakeholder Knowledge Base Chart

The Salience model

• Discretionary stakeholders – those who have legitimate claims but little urgency or power;
• Dormant stakeholders – those who have power but no legitimacy or urgency. They rarely become heavily involved but make sure to keep them informed;
• Demanding stakeholders – those with little power or legitimacy but wanting everything to be done immediately. They often require the most attention and can also influence other stakeholders;
• Dominant stakeholders – they have both formal power and legitimacy, but little urgency so they tend to have certain expectations that must be met;
• Dangerous stakeholders – those who have power and urgency but are not really pertinent to the project. They can cause issues so they have to be carefully managed;
• Dependent stakeholders – they have urgent and legitimate stakes in the project but little power, so keep an eye on them as they can exploit other groups to gain control;
• Definitive stakeholders – they have it all: power, legitimacy, and urgency which makes them the most important group to be managed closely; and
• Non-stakeholders.

RACI gives clarity and enhances coordination but can be a bit time-consuming. Source: Quora

Again, as we said, change is pretty much inevitable (except from a vending machine) so you might need to reassess your stakeholders periodically.

Prioritize: Make an engagement plan

A sample communication plan. Source: Tractivity

Being a project manager ain’t easy. Source: Medium

Well, stakeholder analysis is tough, no doubt. Let us try to make it a bit easier for you.

Stakeholder analysis templates and checklist

Documenting the results of your stakeholder analysis will help you stay on track with your findings. But working on those stakeholder analysis deliverables can take ages. Templates allow you to save time and avoid reinventing the wheel. So here are some handy links you can check out and take advantage of.

• TemplateLAB is a great source of diverse stakeholder analysis templates .
• Smartsheet is another collection of downloadable stakeholder analysis templates in various formats.
• ProjectManager designed a stakeholder analysis template , stakeholder map template , and communication plan template .
• Tools4dev provides a well-built stakeholder analysis matrix template .
• Tractivity offers a consolidated version of stakeholder analysis table .

Another useful thing is the stakeholder analysis checklist by ProductPlan you can download for free and use as a roadmap in your uphill battle.

Stakeholder analysis tools

You can definitely perform your stakeholder analysis with pen and paper or play around with those colorful sticky notes to make the process seem more cheerful. You can go with good old Excel spreadsheets or templates we suggested above. You can also configure a visual collaboration platform like Miro for this purpose or store all records in your CRM. The choice is wide – and up to you. But you should know that today there are a number of specialized software products designed to facilitate and automate your stakeholder management activities – including stakeholder analysis. Some of the providers of such focused tools are

• Tractivity (comes with an easy-to-use mapping tool, a survey builder, and a robust engagement platform);
• Simply Stakeholders (includes task management and an AI-driven sentiment analysis feature);
• Syrenis (offers robust planning and engagement support); and
• Borealis (has neat reporting capabilities).

These solutions can help you keep all the stakeholder-related data in one system, conduct sentiment analysis, engage your team members, and view the dynamics throughout the project lifecycle. You’ll also be able to create all the essential stakeholder management deliverables, record your interactions, and build reports for the managers.

Common stakeholder analysis pitfalls

Summing up, we want to highlight a few common stakeholder analysis pitfalls and ways to avoid them. Being late with stakeholders analysis . As we said, it’s better to start analyzing your stakeholders as early as possible so that you can build the optimal communication strategy from the very beginning of the project (think of somewhere around the product discovery stage). Besides, stakeholders can add an idea or two to your requirements list that has to be formed before you start the actual product development. Not including important stakeholders in the list . You want to keep all your most important and impactful stakeholders informed and satisfied so do thorough research as you form the list. Brainstorming sessions are a common way to approach this task. Misinterpreting stakeholder needs or motivations . The success of your entire stakeholder analysis depends on your ability to put yourself in someone else’s shoes. We can’t know exactly what other people think, but do your best to see things from their perspective and understand their real attitude toward your project. Crafting accurate interview questions is helpful too, just remember that answers can sometimes be insincere, so you still have to reconsider them yourself. Conducting stakeholder analysis only once . As we’ve mentioned, nothing is static, so a good practice is reassessing your stakeholders once in a while, especially if your project is a long-lasting one. Stakeholders are a crucial factor in your project's success so you shouldn’t underestimate the importance of engaging them and nurturing your relationships. With proper analysis done on time, you can build an efficient interaction strategy and turn your stakeholders into the most avid supporters.

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Stakeholder analysis: a basic introduction.

By Research to Action 01/05/2012

What is a stakeholder?

A stakeholder is a person or organisation who has something to gain or lose as a result of the outcomes of a project, programme or process. (Hovland, Ingie ‘Successful Communication: A Toolkit for Researchers and Civil Society Organisations’, p.8, 2005).

It is vital to discover who all the stakeholders are during your project prepartion phase.

What is stakeholder analysis?

Stakeholder analysis (SA) identifies each stakeholder, describes their needs or desires with respect to the project and whether they are a primary (key, directly involved) or secondary stakeholder, and analyses how much interest in and influence over the project outcomes they have. Once you understand the needs and concerns of the stakeholders you can manage their expectations, ensure that they are all constructively involved in contributing to the project outcome, and you can plan how to deal with stakeholders who do not share the project’s aspirations. You need to use your SA to plan both your research and your communications strategy. Once you have begun to implement your project you need to regularly return to your SA and review it, too see that each stakeholder is being involved in an appropriate way.

The most common tool for SA is to create a matrix, such as an Alignment, Interest and Influence Matrix (AIIM). In an ideal world all your stakeholders would be aligned with your aims and very interested in the outcomes. Once you have placed each stakeholder on the matrix according to their current alignment and level of interest, you can plan how to move them to a position where they are both highly aligned and highly interested in making your outcomes happen. Your resources will not be infinite, however, so you can also see clearly which stakeholders are most influential in helping make your project work and/or bringing others along with them, and you can focus your resources on them. This RAPID briefing note has a good description of AIIM.

Why is stakeholder analysis useful?

SA should be carried out at each stage of your project, so that you can continually assess and track each stakeholder’s position. Are you keeping involved all the people and organisations who are key to your project? Are you dealing with potential problems? Does everyone know what is going on, with no one left in the dark? The more involved your key stakeholders are, the more likely the outcome is to be appropriate and sustainable.

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Nursing Practice Experience: Stakeholder Analysis Essay

• To find inspiration for your paper and overcome writer’s block
• As a source of information (ensure proper referencing)
• As a template for you assignment

Proposed Action Steps and Challenges

The implementation of changes has many challenges that may be caused by the project’s costs, stakeholders’ attitudes, and other factors. Thus, it is vital to assess possible impediments to the plan in order to assess the risks and prevent them from occurring. In the case of the practice problem such as the incidence of pressure ulcers, the issues can involve workers’ lack of initiative and knowledge. Other problems may arise due to insufficient funding and the lack of support from higher management. To implement the solution of preventing bedsores with the help of nursing education, scheduled position change, and standardized assessments, the unit should overcome many challenges.

One of the suggested steps includes nursing education about the risks, incidence rates, and prevention strategies for pressure ulcers. Here, the staff of the unit should be taught how to evaluate patients’ skin condition on admission and following check-ups. This activity can also be used for motivating the workers to participate in the new project. The main challenge that may arise during this phase is the failure to engage nurses in training. Nurses act as one of the major stakeholder groups for this intervention.

They provide care for patients; thus, their lack of involvement directly affects the success of the improvement process. To be effective, nursing education should be interesting, interactive, and based on previous experience. The Agency for Healthcare Research and Quality (AHRQ, n.d.) provide multiple questionnaires that can assist the program’s leaders in assessing nurses’ knowledge. Other resources include print materials with the latest evidence-based practices and visual aids for nurses to remember about the new activities. Another significant resource is time – the staff should have enough time during the workday to learn and perform new tasks.

A nursing leader plays a vital role in inspiring other nurses and guiding them through new processes. Soban, Kim, Yuan, and Miltner (2017) find that the role of the nurse leader in the introduction of a new strategy is significant as this professional can organize other members and act as a bridge between specialists. Apart from education support, nurse leaders can help with implementing scheduled check-ups of patients who are at risk of pressure ulcers.

The documents of such patients should be marked with a specific symbol that shows the stage of the pressure ulcer or its probability. Nurses should be compliant with visiting such patients and moving them or warning them against sitting for more than 2 hours (AHRQ, n.d.; Sving, Högman, Mamhidir, & Gunningberg, 2016). Here, nurses and patients may show non-compliance with adhering to new activities (Dealey et al., 2015). These stakeholders should understand that pressure ulcers constitute a dangerous issue that leads to serious consequences for patients’ health.

The primary resources that are needed for all interventions include print materials, visual aids, multimedia files, and time. The resources are cost-effective because their successful use leads to the improvement of patient care. Subsequently, as the unit will have better patient outcomes, it will also receive more financial support and recognition. Therefore, all stakeholders, including nurses, and patients, and the hospital will benefit from the introduce quality improvement program.

The intangible resource of time is especially valuable as nurses in hospitals are often overburdened with their duties. Therefore, the ability to allocate some hours for learning procedures may be met with pushback from workers. This challenge requires additional strategizing from the project’s development team that should create an educational plan that will not limit nurses’ ability to care for patients.

Agency for Healthcare Research and Quality. (n.d.). Preventing pressure ulcers in hospitals: A Toolkit – Section 7, tools and resources . Web.

Dealey, C., Brindle, C. T., Black, J., Alves, P., Santamaria, N., Call, E., & Clark, M. (2015). Challenges in pressure ulcer prevention. International Wound Journal , 12 (3), 309-312.

Soban, L. M., Kim, L., Yuan, A. H., & Miltner, R. S. (2017). Organisational strategies to implement hospital pressure ulcer prevention programmes: Findings from a national survey. Journal of Nursing Management , 25 (6), 457-467.

Sving, E., Högman, M., Mamhidir, A. G., & Gunningberg, L. (2016). Getting evidence-based pressure ulcer prevention into practice: A multi-faceted unit-tailored intervention in a hospital setting. International Wound Journal , 13 (5), 645-654.

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IvyPanda. (2021, July 14). Nursing Practice Experience: Stakeholder Analysis. https://ivypanda.com/essays/nursing-practice-experience-stakeholder-analysis/

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How to perform a stakeholder analysis

Reading time: about 7 min

You’ve crunched the numbers. You’ve built out your case for a new project or technology investment. You’ve got all the resources to make it happen.

But you’re still missing a step—and arguably the most important one: stakeholder approval and buy-in.

Stakeholders are built into every organization to help ensure that messaging is accurate, work stays on track, or new initiatives are aligned toward shared business goals. While their intentions are good, stakeholders can often be viewed as a roadblock to progress.

That’s why it’s so important to understand the stakeholder analysis process and make sure your goals will actually garner support. Here, we’ll dive into how to perform a stakeholder analysis to identify and get buy-in from key stakeholders at your organization.

Who is a stakeholder—and why do they matter?

Projects are a collaborative effort that impact and intersect with multiple people, teams, organizations, and clients. Anyone who is affected by the outcome of your project, or is actively involved in the project, is referred to as a stakeholder.

This includes any people or groups that influence and are impacted by your project’s outcome, such as

• Project manager
• Team members
• Senior management

Stakeholders can include a wide range of people with varied—and often conflicting—interests that you will need to manage. Keeping stakeholders happy, informed, and on-board is essential to moving your project forward. That’s why understanding who your stakeholders are and what their level of investment and influence is on the project is critical to your success.

What is a stakeholder analysis?

Stakeholder buy-in and approval is just as much about communication, education, and visibility as it is about strategic alignment. Stakeholders must be able to quickly and easily understand where a new project or investment fits into the larger business picture.

A stakeholder analysis template, also known as a power interest grid, can help you in four key ways:

• Gathering crucial input: You don’t know what you don’t know. Often, key stakeholders deliver valuable insight that can help keep your project on track and successful.
• Gaining more resources: If your stakeholder has a full understanding of what it will take to get your project off the ground, they may be able to help you secure the people, tools, and resources you need to make you successful.
• Building trust: By consistently engaging and involving stakeholders in your process, you’re building trust that may make them quick to support upcoming projects.
• Planning ahead: Consistent feedback from key stakeholders helps you anticipate feedback and requirements on future projects to gain buy-in more quickly.  

Performing a stakeholder analysis involves these three steps.

Step 1: Identify your stakeholders

Brainstorm who your stakeholders are. List all of the people who are affected by your work or who have a vested interest in its success or failure. Some of these relationships may include investors, advisors, teammates, or even family.

There are two main groups of stakeholders: internal stakeholders and external stakeholders.

Internal stakeholders are individuals or groups within your business, such as team members or leadership.

External stakeholders are individuals or groups outside the business, including end users, customers, and investors.

You will need to identify and assess both types of stakeholders in your analysis.

Step 2: Prioritize your stakeholders

Next, prioritize your stakeholders by assessing their level of influence and level of interest. The stakeholder grid is the leading tool in visually assessing key stakeholders.

The position that you allocate to a stakeholder on the grid shows you the actions to take with them:

• High power, highly interested people: Fully engage these people, and make the greatest efforts to satisfy them.
• High power, less interested people: Keep these stakeholders satisfied, but not so much that they become bored with your message.
• Low power, highly interested people: Adequately inform these people, and talk to them to ensure that no major issues arise. People in this category can often be very helpful with the details of your project in a supportive role.
• Low power, less interested people: Again, monitor these people, but don’t bore them with excessive communication.

Step 3: Understand your key stakeholders

Now that stakeholders have been identified and prioritized, you need to understand how they feel about your project. Some good questions to ask include:

• Do they have a financial or emotional interest in the outcome of your work? Is it positive or negative?
• What motivates them the most?
• Which of your project information is relevant to them, and what is the best way to relay that information?
• What is their current opinion of your work? Is that opinion based on accurate information?
• Who influences their opinion, and are those influencers also your stakeholders?
• If they’re not likely to be supportive of your project, what can you do to win their support?
• If you can’t win their support, what can you do to manage their opposition?

Once you've prioritized your stakeholders and consider their attitude toward your project, you should also consider creating a project management communication plan . A communication matrix will let everyone involved know how often they need to loop stakeholders in.

The most common stakeholders

Below is a list of common stakeholders and some examples of associated communication strategies.

Your direct manager/supervisor

High power, high interest

Your boss’s reputation is tied to the productivity of the people they lead. Your boss also likely has the power to advance or shut down your project(s). This means that you should manage this relationship closely, communicating frequently and requesting and implementing feedback.

Shareholders/investors

High power, medium interest

Shareholders and investors usually hold stake in multiple entities, diluting their unique interest in your project/undertaking. As such, to leverage their investment in your work, you should communicate frequently with them, consult and involve them, with a goal of increasing their interest over time. This is obviously dependent on the type of investment role that exists, and whether your project is the sole investment or part of a portfolio of investments.

High power, probably low interest

The government controls the laws and regulations that could shut down your business or project. Health code inspectors and IRS auditors are examples of government officials that classify as stakeholders. Because government entities monitor everything/everyone, their interest in your individual business/endeavor is likely low. As such, your goal should be to keep them satisfied, communicating regularly, consulting and involving them in order to prevent them from posing a risk to your project.

Senior executives

High power, low interest

Your company’s senior executives make the biggest decision, giving them high influence but limited bandwidth to focus on your project specifically. This means your strategy should be to keep them satisfied. Communicate when necessary, consulting and seeking feedback, to increase their interest in you and your work.

Your co-workers

Medium power, medium interest

Co-workers carry a range of influence, but mostly their influence will be in their ability to leverage additional resources for your project, including the support of other co-workers and your superiors. That means you want to keep them satisfied and informed. Update them on your project, and be willing to leverage their interest into a supporter role.

The tools you need to keep stakeholders informed

No matter the level of technical knowledge around your project, visuals like a stakeholder diagram are a great way to communicate your project to your key stakeholders and obtain buy-in. Further, it’s useful to know not only what to communicate, but how often to communicate.

Lucidchart offers numerous templates to help you keep stakeholders updated on new and in-progress projects.

About Lucidchart

Lucidchart, a cloud-based intelligent diagramming application, is a core component of Lucid Software's Visual Collaboration Suite. This intuitive, cloud-based solution empowers teams to collaborate in real-time to build flowcharts, mockups, UML diagrams, customer journey maps, and more. Lucidchart propels teams forward to build the future faster. Lucid is proud to serve top businesses around the world, including customers such as Google, GE, and NBC Universal, and 99% of the Fortune 500. Lucid partners with industry leaders, including Google, Atlassian, and Microsoft. Since its founding, Lucid has received numerous awards for its products, business, and workplace culture. For more information, visit lucidchart.com.

Related articles

Before you start any project, learn how to identify and gain the support of the right people through a stakeholder map and analysis.

How to create a project management communication plan

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Stakeholder Considerations

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Considering Your Stakeholders

A challenge that is unique to professional writing is that the writer is asked to be aware of the stakeholders in professional situations. In any given situation, a business can have any number of stakeholders who will be influenced by their decisions. It is for this reason that the communication and internal documents of a business should keep the stakeholders in mind.

Stakeholders and Audience

The stakeholders in professional writing are different from the audience in that stakeholders are not likely to be readers of a business’s documents, but will still be affected by the decisions they contain. Because stakeholders are implicitly affected by a business’s decisions, it’s important that professional documents are written with their consideration. Examples of stakeholders can include:

• Customers — Customers are the clear examples of stakeholders since while most of a business’s customers will not know its internal workings, a business’s decisions work either to a customer’s benefit or disadvantage.
• Shareholders — Because shareholders have shown interest in a company through investing, a shareholder’s financial gain is linked to the business they’ve invested in.
• Local residents —Even if they are not customers of a business, the residents surrounding a business’s location are affected by the business’s presence. For example, if a business opens or closes a location by a residential neighborhood.
• Employees of a company— The employees of a company can be stakeholders of the company they work in the case of policies and actions that affect them. This can include normal worker policies to employee layoffs.

Stakeholders and the Rhetorical Situation

The question of who are the stakeholders is both a practical and philosophical one because it requires one to think about both the ethical impact of an argument and the stance a writer must take. Three philosophical lenses that one can use to be aware of their stakeholders as they write are the Utilitarian Approach (Kant), The Rule- or Duty-based Approach (Deontological), and The Golden Rule.

• The Utilitarian Approach cites that ethical decisions should be made with consideration of all parties who will be affected by that decision. For instance, if a major chain shuts down a regional location, how will that affect the customers and the people who work at that location? Are there other people who could be impacted?
• The Rule-based Approach asks one to consider the rules in place when considering a moral dilemma. This can mean thinking about how stakeholders are affected by terms and conditions being ignored by a decision making individual. The deontological approach also asks us to consider what it would mean if all individuals ignored the terms and conditions of a situation.
• The Golden Rule requires one to “treat others as they would like to be treated.” It’s important for people who make business decisions to be considerate of others who are impacted by their decisions. Because businesses make decisions that affect individuals inside and outside the business means that an ethical decision maker will make decisions as if these decisions affected him or her to the same degree it affects others.

These three lenses can guide a writer who considers them in terms of the rhetorical situation. With what kinds of stakeholders will it be important for a rule-based approach to be used? Is there a type of stakeholder that should be considered through a Utilitarian lens? Each of these questions supposes a different purpose and stance even if their audiences were the same.

Writing With Stakeholders in Mind

Since stakeholders are different from the audience, but like the audience are individual who are a part of the rhetorical situation, a writer needs to understand how to write with both in mind. The questions such writers need to keep in mind are “who will read this?” and “who will be affected by this?” A good argument for a business will appeal to those who enact the policies of a business and those who are affected by the policy.

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• Essay Database >
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• Essay on Health

Sample Essay On Stakeholder Analysis

Type of paper: Essay

Topic: Health , Health Care , Project , Communication , Stakeholders , Information , Organization , Business

Words: 1250

Published: 01/08/2021

ORDER PAPER LIKE THIS

Introduction:

Stakeholders are the pillars of any project. The analysis of this important aspect of a project helps the organization to identify information for evaluation and assess stakeholder information in order to create relevant policies or design the inherent activities of the institution. There may be two implications of the results thus generated; a general implication because of the broad understanding of required change or specific information on prospective concrete steps that may be suitable for the present scenario (Case.edu, 2015). Stakeholder analysis thus facilitates the planning, implementing, evaluating and managing functions of an organizational and a project. In the health care system, there may be even tools available however stockholder analysis provides a holistic view of methodology uses for the various stakeholder dimensions. These dimensions may be related to the networks, positions, correlations, influences and interests that may relate to a specific purpose that an organization is seeking. Thus, we may say that this analysis is a systematic approach to generating relevant and useful information about the main players in the business; the organization and the individuals who make up that business. The main purpose is to understand the influences crated and the impact of the same on the values, intentions and finally behavior and the interrelations involved. They assist in the decision-making process for effective implementation.

Stakeholder analysis:

The stakeholder analysis for the healthcare project identifies the following broad types of stakeholders: Patients, Consumers, Care receivers and Organizations for advocacy: This is the stakeholder segment that is directly associated with the research and other functions carried out in the health care project. The situation which is addressed by the services of the health care program is related to this segment. The concerning aspects of illness, the most differential treatment features, the easiest understandable features and actionability of the same are the aspects that may be relevant to this group.

Institutions of health care like Hospitals, clinics and similar medical and other associations:

Many of the decisions of health care comprise of choice structures influenced by the various institutions which act as providers of health care. The deep understanding of the problem in the market scenario is the reason why their opinions in the project management matter for a sustainable period of time. They are also the sources of aspects which encourage a self-supported decision-making process at the organizational level.

Health professionals of Clinics and the associated parties:

The center of decision making in the medical sector is around the clinicians. All patient-related concerns are well known to this group, and thus they become great analysts of the same. Enhanced recommendations are received from relevant information collection.

Healthcare fraternity and affiliates of the industry:

The treatments and equipment used in the project are well assessed by the manufacturers, and they have extensive information regarding the same.

Policymakers for the Health sector operating at the State or local levels:

The rationale behind certain policies and procedures working well and not working well is based on the way in which the policy makers look at it. They have clear evidence regarding the comparative analysis of the available alternatives. The planning of programs concerning public health, designing of insurance treatment including the initiation of the advocacy programs wellness is all maintained in the perspectives of various health sector policy makers.

Researchers and research organizations working in the Healthcare sector:

There are multiple sources from which data may be collected to create meaningful information, and these sources are well known to research bodies.

Procurer and spender parties like private/public insurers and employer community:

The coverage provided through the private or non-private procurer of health care projects are the major role players in the decision shaping process. These decisions may relate to diverse areas such as diagnosis and choices of treatment. The contradictory proof existence scenario is well explained by these parties along with new advancements in the business industry related to technology and others. The input-output impact is also well assessed by this segment.

Shareholder categories:

Based on the risks and opportunities related to each of the shareholder parties, there can be four types of identified shareholder groups (Stakeholder Guide 2014, 2015). Problematic Stakeholders: These are the ones which usually have opposition and comments regarding the various programs and activities or the project. They are of value as they point out gaps and are troublesome because of their problem creation nature. Antagonistic Stakeholders: They are the ones who try to make a fuss out of every issue. These should be sidestepped as far as possible and if present, should be handled with care as they can spread a negative word of mouth. Low Priority Stakeholders: These are low valued stakeholders who may not be given so much of importance to keep them satisfied. Advocate Stakeholders: These are the ones who speak well of the Company and are empathetic in nature. They are the real ones who build goodwill for the Company through positive word of mouth.

Communication Plan Strategy:

The communication plan related to the project should consider the following scope: Linkage of resources of communication with the policy approach of the project. Use of wise and effective use of limited communication resources in a given frame of time. Preparation of a contingency plan to weigh unanticipated opportunities as well as the potential of an emergency. Avoidance of insufficient planning and unwanted results. There should be a highlight of the key aspects of communication in any business. These aspects may be prompt information to the target group regarding any emergency of public health, public cooperation acquisition along with the efforts for surveillance and epidemic control, higher persuasion for healthy behavior adoption, improvement in health care professional associations and networks and the strengthening of present media and other links (Naccho.org, 2015). It also involves keeping a simple message flow with consistency feature to customize audience taste, coalition formation to keep strong associations and facilitation of a policy change in any of the aspects of the organization and increase in the urge for necessary groups to learn the change. The main processes of a great communication plan are thus summarized as defining the underlying concept, creation of an all-embracing approach which is in relation to the position of brand, preparation of messages, development of products for communication, crisis and emergency planning, evaluation of initiatives of communication and improvement of these initiatives.

Conclusion:

Thus, there are many goals for which a given health care project strives. A substantial increase in the number of users of the products and services promoted by the health project is an important assessment. The other objectives may be to develop and establish a system for the deployment of improved policies of the organization. Cost effectiveness is also another important factor. Organizations do all these activities to necessary satisfy the needs and concerns of the stakeholders. The satisfaction of this need and many other concerns should be well communicated to this group through a concrete communication plan. A stakeholder analysis provides an opportunity for this assessment.

Naccho.org,. (2015). Communications Planning | NACCHO. Retrieved 26 July 2015, from http://www.naccho.org/communications/hd-communications/planning/ Stakeholder Guide 2014. (2015) (1st ed.).

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How to conduct a stakeholder analysis (+ free template)

Think of your project as an Oscar-nominated movie. You won, and you have to go up and give your big speech. Who do you thank?

In project management, those people would be your project stakeholders—people who have a stake in your project and have helped you get there in some way. Project stakeholders can vary from the people doing the work to the people approving the work to the people you’re doing the work for, but they’re all important.

Believe it or not, identifying project stakeholders can be harder than preparing your Oscars acceptance speech. That’s where a stakeholder analysis map can come in. By creating a stakeholder analysis map, you can easily identify and manage project stakeholders. In this article, we’ll walk you through how to create a stakeholder analysis map and increase your project’s impact. Here’s how.

What is stakeholder analysis?

Stakeholder analysis is a strategic process that involves identifying and assessing individuals, groups, or organizations that have a vested interest in a project's outcome. These stakeholders can influence or be influenced by the project's success or failure.

By conducting a stakeholder analysis, project managers can better understand the needs, expectations, and potential impact of various stakeholders, allowing them to develop targeted engagement strategies.

This process benefits the project team, the organization, and the stakeholders themselves by fostering collaboration, minimizing risks, and ensuring the project aligns with stakeholder expectations.

Importance of stakeholder analysis

Conducting a stakeholder analysis is essential for the success of any project, regardless of its size or complexity. By investing time and effort in understanding the stakeholder landscape, project managers can navigate the often-complex web of relationships, interests, and influences that surround a project. This understanding enables them to anticipate and address potential challenges, build strong alliances, and secure the necessary support and resources to achieve project goals.

Moreover, a well-executed stakeholder analysis helps to establish clear lines of communication, facilitates effective decision-making, and promotes transparency and accountability throughout the project lifecycle. In essence, stakeholder analysis lays the foundation for a more collaborative, responsive, and successful project management approach.

Benefits of stakeholder analysis

Clearly understanding your project stakeholders can help you gain buy-in and execute your project more effectively. In addition, a stakeholder analysis can help you:

Gain more support and resources

Increase project visibility, especially to executive stakeholders

Prevent costly roadblocks later in the project cycle

Communicate through the right channels at the right time

Share the right level of information with your stakeholders

By conducting a thorough stakeholder analysis in the early stages of project planning, you set yourself up to reap these benefits throughout the project lifecycle.

Identifying and categorizing project stakeholders

In a broad sense, almost everyone can be affected by your project's outcome. But in project management , your project stakeholders are the people who are involved—in some capacity—in your project’s decision-making process. These might be important stakeholders who approve the project’s deliverables, or they might be the team members doing the work to get from point A to point B. Since they will be the ones affected the most by your decisions, members of your target audience are also project stakeholders.

Basically, you can identify project stakeholders by asking yourself one simple question: “Will the work I’m doing affect that person?” If the answer is yes, they’re likely a project stakeholder.

It’s important to note that not everyone who will be affected by your project has a say in how it goes. Key stakeholders , like the ones we’ll discuss in this article, are those who have a say in the outcome of a project. Knowing who your key stakeholders are can help you improve stakeholder relationships and gain buy-in from the people who matter most.

Internal vs external stakeholders

Broadly, there are two types of project stakeholders: internal stakeholders and external stakeholders. Internal stakeholders are probably who you think of when you think of stakeholders. They include anyone who works in your company—from your direct reports to executive leadership—who are invested in your project. On the other hand, external stakeholders are anyone outside of your organization. These might be customers, an agency or contractor, users, investors, suppliers, or other external contributors.

Types of internal stakeholders

Project manager

Project team members

Project portfolio manager and/or program manager

Project sponsor , if you have one

Executive leaders

Other cross-functional internal teams

Types of external stakeholders

Contractors

Subcontractors

Stakeholder mapping techniques

A stakeholder mapping is a way to identify your project stakeholders and the impact they might have on the project based on two key aspects: stakeholder impact and stakeholder interest. A stakeholder map can help you understand which stakeholders have a high or low impact on your project and which stakeholders have a high or low interest in your work. That way, you can effectively communicate with all of your project stakeholders in the way that works best for them.

Stakeholder analysis matrix

The stakeholder analysis matrix is a powerful tool that helps categorize stakeholders based on their level of influence and interest in the project. This matrix typically consists of four quadrants:

High power, high interest: These are the key players who require close management and regular engagement. They have the power to significantly impact the project and are highly interested in its outcome. Collaborating closely with these stakeholders is crucial for project success.

High power, low interest: These stakeholders have significant influence but may not be as actively involved in the project. It's essential to keep them satisfied and informed of key developments to maintain their support and prevent potential obstacles.

Low power, high interest: While these stakeholders may not have the authority to make decisions, they have a strong interest in the project's outcome. Keeping them informed, addressing their concerns, and leveraging their enthusiasm can help build a positive project environment.

Low power, low interest: Although these stakeholders may not be directly involved in the project, it's still important to monitor their attitudes and keep them informed of relevant updates. Their influence and interest may change over time, so regularly reassessing their position in the matrix is important.

How to conduct a stakeholder analysis in 4 steps

Identifying and managing your project stakeholders is a great way to set yourself up for a successful project. When your key project stakeholders are bought in, they lend support that can be critical during the project lifecycle. Alternatively, without supportive stakeholders, you could find yourself having to set stakeholder expectations mid-project, which can lead to changes and unnecessary project risks. To avoid that, here are the four steps you need to take to create an effective stakeholder analysis map.

Step 1: Identify all relevant stakeholders

Before you can manage stakeholder expectations, you first need to know who your project stakeholders are. Make sure to account for both internal and external stakeholders. To figure out who your project stakeholders are, ask yourself:

Who cares about this project?

Who will this project have an impact on?

Who can influence this project?

Who can approve/reject this project?

If you need help tracking your stakeholders, consider creating a RACI chart or stakeholder register to track who everyone is, why they matter, and what their impact on the project will be. Before you move on to step two, do one last sanity check. Ask yourself:

Are there any other internal stakeholders I should be aware of, like resource managers or project portfolio managers?

Have I included all key project leaders and managers?

Are there any external stakeholders that I'm forgetting about who might have an impact on the project's outcome?

Step 2: Analyze stakeholder influence-interest levels

High stakeholder engagement can really take your project to the next level. The best way to ensure high engagement is to create a clear stakeholder map that outlines each stakeholder’s influence-interest level. This grid—sometimes called a power-interest grid or an interest matrix—is the best way to visualize your four main stakeholder groups.

The four main stakeholder groups are:

High influence and high interest. These are likely your project approvers and sponsors. Externally, these may also be key partners or customers. Make sure you check with these stakeholders regularly and ensure your expectations are aligned. During the course of the project, be sure to actively collaborate with these project stakeholders—you can think of them as the key players in your stakeholder team.

High influence and low interest. These people can block or support your project, but they probably aren’t interested in doing so. They might be distant cross-functional partners or executive leadership at your company. Make sure these stakeholders are aware of your project basics and ask your high power and high interest stakeholders to help you manage the relationship if need be. Keep in mind that, even if they have low interest, their work might be impacted by your work, and you don’t want that fact to come as an unexpected surprise. During the course of the project, keep these project stakeholders informed at a high level to ensure they’re satisfied with the project’s progress.

Low influence and high interest. You likely don’t need approval from this group of stakeholders, especially on early project details. It’s more important to loop these stakeholders in during Step 4. During the course of the project, keep these project stakeholders informed.

Low influence and low interest. These are secondary stakeholders. Depending on the size and complexity of your work, you might want to loop them in semi-regularly on project status reports , or not loop them in at all until the end. However, during the course of the project, make sure you’re checking in with these stakeholders in case they do want to become more involved.

Mapping out your different stakeholders in this way provides a roadmap for stakeholder engagement moving forward. You can prioritize communication and buy-in efforts based on where each stakeholder falls.

Step 3: Understand stakeholder needs

The reality is, some stakeholders may disagree with certain elements of the project. As the project manager, it’s your responsibility to understand their needs and perspectives and come up with a solution that doesn’t negatively impact the success of the project. It’s not your job to do everything your project stakeholders ask—but it is your job to listen and understand their needs.

Sometimes, what feels like a “difficult stakeholder” is just someone who has different priorities than you. Maybe your work is even disrupting some of their work. If you try to see things from their perspective, you have a better chance of finding a solution and turning the situation into a win-win scenario.

When in doubt, put yourself in the other person’s shoes. Ask yourself:

What do they need?

What level of communication do they want?

What’s the most effective communication strategy?

Are there any influences or influencers for these stakeholders?

How can you accurately identify stakeholders’ interests?

How can you accurately identify stakeholders' interests? Consider holding a brainstorming session with your project team to get their input and make sure no key stakeholder needs are overlooked.

Step 4: Develop a stakeholder communication plan

Once you’ve identified your stakeholders and thought about their needs, make sure you invite them to your project planning sessions and kickoff meeting, if you have one. Key stakeholders should also sign off on your project charter , project plan , project objectives , and project scope .

As your project gets underway, make sure to update any relevant stakeholders on changes and progress. In addition to increasing visibility, documenting your processes early reduces the risk of any miscommunication down the road.

Though you should aim to invite a variety of different stakeholders, always make sure you’re prioritizing key stakeholders. You don’t need approval on everything from everyone. When in doubt, go back to your stakeholder analysis map to identify who needs to be looped in.

You may meet with some stakeholders—your high-power and high-interest stakeholders, for example—frequently to discuss the project and deal with any unanticipated challenges. But to keep the rest of your stakeholders in the loop, send out regular project status updates with recently completed milestones, any blockers, and next steps. We recommend sending an update every two weeks, or more frequently if you’re managing a complex initiative.

Using a work management tool can help streamline stakeholder communication. With a central platform to track tasks, share updates, and store documentation, you ensure all stakeholders, from the most important stakeholders to potential stakeholders, have visibility into the project's progress.

This is especially helpful for keeping those low-interest stakeholders with a low level of influence informed without having to coordinate multiple meetings or send one-off emails.

Look for a tool that enables you to set granular privacy settings, so you can easily control who sees what information based on their level of interest and vested interest in the project's success.

Stakeholder analysis example

To illustrate the stakeholder analysis process, let's consider a software development project:

Identify stakeholders: The first step is to identify all individuals, groups, or organizations that have a stake in the project. In this example, stakeholders may include the project manager, development team, QA team, end-users, senior management, and external vendors.

Categorize stakeholders: Once identified, stakeholders are categorized based on their power and interest levels using the stakeholder analysis matrix or power/interest grid. For instance:

High power, high interest: Project manager, senior management

High power, low interest: External vendors

Low power, high interest: Development team, QA team, end-users

Low power, low interest: Other departments within the organization

Develop communication strategies: Based on the stakeholder categorization, the project manager creates targeted communication strategies for each group. For example:

Project manager and senior management: Schedule regular progress updates and involve them in key decision-making processes.

External vendors: Provide periodic status reports and manage contracts effectively.

Development and QA teams: Conduct daily stand-ups, facilitate technical discussions, and organize feedback sessions to keep them engaged and informed.

End-users: Involve them in user acceptance testing, gather their feedback, and provide necessary training to ensure they are prepared for the project's outcome.

By tailoring communication and engagement strategies to each stakeholder group, the project manager can effectively manage expectations, build trust, and ensure the project stays on track.

Avoid common stakeholder analysis pitfalls

There is no perfect solution to stakeholder communication. But here are the most common pitfalls and how you can avoid them:

Lack of stakeholder boundaries

Problem: Overeager project stakeholders are causing scope creep .

Solution: Implement a change control process.

Sometimes, overeager project stakeholders can have a negative impact. You’ve spent a lot of time planning your project and figuring out your deliverables —but if too many stakeholders have ideas for new deliverables, updated timelines, or adjusted budgets, your project could quickly veer off course.

The best way to establish boundaries with your stakeholders is to implement a change control process. By creating a process for proposing, reviewing, and accepting changes to your project’s scope, you can ensure your project is dynamic and up-to-date without worrying about scope creep. There are four elements to a change control process:

Project stakeholders submit a change request.

Key stakeholders review the request.

Approve, reject, or defer the change.

Adjust the project scope or objectives accordingly.

Failing to prioritize key project stakeholders

Problem: During the initial stakeholder identification phase, you forgot about a stakeholder who has a high interest in this initiative.

Solution: Involve your project team during the stakeholder identification phase.

Inevitably, you might forget about a cross-functional stakeholder, or think of a stakeholder but forget to add them to your stakeholder list or calculate their influence-interest level. These types of mistakes happen, but you want to avoid them as much as possible, especially for stakeholders who have high influence or interest.

The best way to make sure this doesn’t happen is to involve your project team during the stakeholder identification process. Consider holding a team brainstorming session to identify and categorize each stakeholder so no one gets left off the list. If you’re still not sure, run the list by your manager or project sponsor to make sure you aren’t missing anyone who should be included. When in doubt, ask!

Bringing stakeholders in too late

Problem: You already kicked off your project and then started your stakeholder analysis.

Solution: Next time, create a stakeholder analysis map up front.

This one is an obvious one, but it’s worth including. If you do forget a stakeholder, use that as a learning opportunity for your next project. For example, if you forgot to do your stakeholder analysis map until after the project kickoff , make a note to yourself to do it the other way around the next time.

The key to managing stakeholders is clarity

To ensure your project goes off without a hitch, you need to make sure your stakeholders’ expectations match your project deliverables—in other words, you need to increase and encourage clarity across your project.

The best way to do that is with a work management tool like Asana . Work management tools help you coordinate people and work across all levels of your organization. To learn more, read our introduction to work management .

FAQ: Stakeholder analysis

What is a project stakeholder?

Project stakeholders are the people who can impact or be impacted by the project you’re working on. Stakeholders can come from every level of the organization, from individual contributors to senior executives—but if they’re involved in your project, they’re important. Even if they aren't directly involved in a project's day-to-day operations, your stakeholders might still have an impact on its outcome.

Who are stakeholders in a project?

Stakeholders in a project are individuals, groups, or organizations that have a vested interest in the project's outcome and can influence or be influenced by its success or failure. The types of stakeholders can vary depending on the project but typically include the project manager, project team members, project sponsor, senior management, end-users, customers, suppliers, and external partners.

What is stakeholder management?

Stakeholder management is the process of communicating with your project stakeholders. With stakeholder management, you can ensure you’re sharing the right level of information with your stakeholders at the right time—whether that’s task-level updates, regular project status reports, or larger program overviews.

A big part of project stakeholder management is creating a communication plan . As part of your communication plan, clarify which channel—email, messaging, or work management platform—stakeholders should use and when, how frequently different details should be communicated, and who is responsible for each of the different channels.

What are the best strategies for managing unrealistic stakeholder expectations?

To manage unrealistic stakeholder expectations, project managers should first clearly define the project scope, objectives, and deliverables to ensure everyone is on the same page. Regular communication and transparency are crucial to keeping stakeholders informed of progress, potential challenges, and any changes in the project.

When facing unrealistic expectations, project managers should engage in open and honest dialogue with stakeholders, explaining the reasons behind the limitations and proposing alternative solutions that align with the project's goals and resources.

Involving stakeholders in the decision-making process and seeking their input can also help to build trust and foster a more collaborative approach to managing expectations.

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Free Stakeholder Analysis Essay Example

• Type of Paper: Essay
• Topic: Communication , Information , Business , Community , Present , Development , Treatment , Time
• Words: 1250
• Published: 2021/11/03

Introduction:

Stakeholders are the pillars of any project. The analysis of this important aspect of a project helps the organization to identify information for evaluation and assess stakeholder information in order to create relevant policies or design the inherent activities of the institution. There may be two implications of the results thus generated; a general implication because of the broad understanding of required change or specific information on prospective concrete steps that may be suitable for the present scenario (Case.edu, 2015). Stakeholder analysis thus facilitates the planning, implementing, evaluating and managing functions of an organizational and a project. In the health care system, there may be even tools available however stockholder analysis provides a holistic view of methodology uses for the various stakeholder dimensions. These dimensions may be related to the networks, positions, correlations, influences and interests that may relate to a specific purpose that an organization is seeking. Thus, we may say that this analysis is a systematic approach to generating relevant and useful information about the main players in the business; the organization and the individuals who make up that business. The main purpose is to understand the influences crated and the impact of the same on the values, intentions and finally behavior and the interrelations involved. They assist in the decision-making process for effective implementation.

Stakeholder analysis:

The stakeholder analysis for the healthcare project identifies the following broad types of stakeholders: Patients, Consumers, Care receivers and Organizations for advocacy: This is the stakeholder segment that is directly associated with the research and other functions carried out in the health care project. The situation which is addressed by the services of the health care program is related to this segment. The concerning aspects of illness, the most differential treatment features, the easiest understandable features and actionability of the same are the aspects that may be relevant to this group.

Institutions of health care like Hospitals, clinics and similar medical and other associations:

Many of the decisions of health care comprise of choice structures influenced by the various institutions which act as providers of health care. The deep understanding of the problem in the market scenario is the reason why their opinions in the project management matter for a sustainable period of time. They are also the sources of aspects which encourage a self-supported decision-making process at the organizational level.

Health professionals of Clinics and the associated parties:

The center of decision making in the medical sector is around the clinicians. All patient-related concerns are well known to this group, and thus they become great analysts of the same. Enhanced recommendations are received from relevant information collection.

Healthcare fraternity and affiliates of the industry:

The treatments and equipment used in the project are well assessed by the manufacturers, and they have extensive information regarding the same.

Policymakers for the Health sector operating at the State or local levels:

The rationale behind certain policies and procedures working well and not working well is based on the way in which the policy makers look at it. They have clear evidence regarding the comparative analysis of the available alternatives. The planning of programs concerning public health, designing of insurance treatment including the initiation of the advocacy programs wellness is all maintained in the perspectives of various health sector policy makers.

Researchers and research organizations working in the Healthcare sector:

There are multiple sources from which data may be collected to create meaningful information, and these sources are well known to research bodies.

Procurer and spender parties like private/public insurers and employer community:

The coverage provided through the private or non-private procurer of health care projects are the major role players in the decision shaping process. These decisions may relate to diverse areas such as diagnosis and choices of treatment. The contradictory proof existence scenario is well explained by these parties along with new advancements in the business industry related to technology and others. The input-output impact is also well assessed by this segment.

Shareholder categories:

Based on the risks and opportunities related to each of the shareholder parties, there can be four types of identified shareholder groups (Stakeholder Guide 2014, 2015). Problematic Stakeholders: These are the ones which usually have opposition and comments regarding the various programs and activities or the project. They are of value as they point out gaps and are troublesome because of their problem creation nature. Antagonistic Stakeholders: They are the ones who try to make a fuss out of every issue. These should be sidestepped as far as possible and if present, should be handled with care as they can spread a negative word of mouth. Low Priority Stakeholders: These are low valued stakeholders who may not be given so much of importance to keep them satisfied. Advocate Stakeholders: These are the ones who speak well of the Company and are empathetic in nature. They are the real ones who build goodwill for the Company through positive word of mouth.

Communication Plan Strategy:

The communication plan related to the project should consider the following scope: Linkage of resources of communication with the policy approach of the project. Use of wise and effective use of limited communication resources in a given frame of time. Preparation of a contingency plan to weigh unanticipated opportunities as well as the potential of an emergency. Avoidance of insufficient planning and unwanted results. There should be a highlight of the key aspects of communication in any business. These aspects may be prompt information to the target group regarding any emergency of public health, public cooperation acquisition along with the efforts for surveillance and epidemic control, higher persuasion for healthy behavior adoption, improvement in health care professional associations and networks and the strengthening of present media and other links (Naccho.org, 2015). It also involves keeping a simple message flow with consistency feature to customize audience taste, coalition formation to keep strong associations and facilitation of a policy change in any of the aspects of the organization and increase in the urge for necessary groups to learn the change. The main processes of a great communication plan are thus summarized as defining the underlying concept, creation of an all-embracing approach which is in relation to the position of brand, preparation of messages, development of products for communication, crisis and emergency planning, evaluation of initiatives of communication and improvement of these initiatives.

Conclusion:

Thus, there are many goals for which a given health care project strives. A substantial increase in the number of users of the products and services promoted by the health project is an important assessment. The other objectives may be to develop and establish a system for the deployment of improved policies of the organization. Cost effectiveness is also another important factor. Organizations do all these activities to necessary satisfy the needs and concerns of the stakeholders. The satisfaction of this need and many other concerns should be well communicated to this group through a concrete communication plan. A stakeholder analysis provides an opportunity for this assessment.

Naccho.org,. (2015). Communications Planning | NACCHO. Retrieved 26 July 2015, from http://www.naccho.org/communications/hd-communications/planning/ Stakeholder Guide 2014. (2015) (1st ed.).

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What is stakeholder analysis? Template, examples, frameworks

There is an African proverb that says, “If you want to go fast, go alone. If you want to go far, go together.” It really struck me when I first heard it and I think it particularly resonates with building products.

For one, you can’t do anything alone! There is no product without a developer writing code, for example. And how do they know what to code without a problem definition and designs that bring it to life?

So, how do you work out who is going to help you go far together? This is where stakeholder analysis comes in. It helps you understand who you want to collaborating with throughout the product lifecycle and how best to communicate with each stakeholder group.

What is stakeholder analysis?

Stakeholder analysis refers to endeavors to identify, understand, and prioritize the various parties involved in a project.

In a nutshell, stakeholder analysis is a systematic process of mapping out the key individuals, groups, or organizations who have a vested interest in a product, assessing their needs and expectations, and determining the best strategies for managing relationships and communication with them.

In product management, stakeholder analysis and management is critical as the landscape is often fast-paced, highly competitive, and involves diverse interests. Engaging with stakeholders in a thoughtful way enables you to gain valuable insights and feedback to shape your product, build a strong ecosystem around it, and, ultimately, deliver a successful, high-impact product that meets the needs of all parties involved.

How to conduct a stakeholder analysis (5 steps)

Obviously, as product managers, you are obsessing over your customers and will understand their needs well. However, there may be other stakeholders beyond your customers who need to be factored into the product design too.

The number and range of people involved with your product will vary depending on your organization’s unique goals and requirements, but the general steps involved in conducting a stakeholder analysis are as follows:

• Identify stakeholders — List all potential stakeholders, including customers, employees, investors, partners, regulators, and more. Consider everyone who has an interest in the product
• Prioritize stakeholder needs and expectations — Assess the impact of each stakeholder on the product, as well as their level of influence over its success. Consider factors such as their potential contribution, their ability to affect the outcome, and their importance in achieving project goals
• Analyze stakeholder relationships — Understand the relationships between different stakeholders and identify any potential conflicts or synergies. This can help in developing strategies to manage their expectations and foster collaboration
• Develop communication and engagement strategies — Based on the priorities and relationships identified, create tailored communication and engagement plans for each stakeholder group. This includes determining the most appropriate channels, frequency, and type of interaction
• Monitor and adjust — Regularly review and update the stakeholder analysis, as relationships, priorities, and project requirements may change over time. Adapt communication and engagement strategies accordingly to maintain strong relationships

Managing stakeholder relationships post-analysis

Once you have conducted a comprehensive stakeholder analysis, it’s important to keep the momentum going and continue to manage stakeholder relationships effectively throughout the product development process.

Here are some additional steps to follow after you’ve conducted your stakeholder analysis:

• Document stakeholder information — Maintain a detailed record of stakeholder information, including their roles, responsibilities, and contact details. This documentation will be helpful in keeping track of communications and ensuring that all relevant parties are informed and engaged
• Establish clear communication channels — Ensure that all stakeholders are aware of the communication channels being used and the expected response times. This will help in streamlining communication and reducing potential misunderstandings or delays
• Involve stakeholders in decision-making — Engage stakeholders in the decision-making process, especially when their input or expertise is crucial. This not only strengthens relationships but also improves the overall quality of the product by incorporating diverse perspectives
• Measure and evaluate stakeholder satisfaction — Regularly assess stakeholder satisfaction to identify areas for improvement and address any concerns. This can be done through surveys, interviews, or informal feedback sessions
• Recognize and celebrate success — Acknowledge the contributions of stakeholders and celebrate the successful completion of milestones or project phases. This fosters a positive atmosphere and encourages stakeholders to continue supporting the product

By diligently following these steps and continually managing stakeholder relationships, product managers can ensure that they are working effectively with all stakeholders, ultimately leading to the successful development and launch of the product.

Stakeholder analysis frameworks

There are several popular stakeholder analysis frameworks. Some are far more involved than others.

However, the more you are in tune with the environment that you operate in, the quicker this type of exercise can be. Though, like writing, bringing structure to that knowledge and getting it out of your head may uncover some connections you did not see before.

The three most commonly used stakeholder management frameworks are:

Salience model

Stakeholder circle, power-interest matrix.

The salience model for stakeholder analysis assesses stakeholders based on their level of power, legitimacy, and urgency.

From this, stakeholders are categorized into seven groups:

• Dormant stakeholders — Stakeholders who have power but don’t use it because their interests aren’t affected
• Discretionary stakeholders — Stakeholders who have some power
• Demanding stakeholders — Stakeholders who have an urgent claim but lack power and legitimacy
• Dominant stakeholders — Stakeholders who have both power and legitimacy but their interests aren’t urgent
• Dangerous stakeholders — Stakeholders who have power and an urgent claim but lack legitimacy
• Dependent stakeholders — Stakeholders who have a legitimate and urgent claim but lack power
• Definitive stakeholders — Stakeholders who have power, legitimacy, and urgency

Once you’ve categorized your stakeholders as described above, you can decide how to approach communicating and collaborating with each group.

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The Stakeholder Circle methodology focuses on understanding stakeholder relationships and the impact stakeholders have on each other:

There are five steps to this methodology, designed to take you from identification through to how you engage and monitor the relationships with the stakeholders over time:

• Identify  — List all stakeholders that have an interest in the project or product, including internal and external parties
• Prioritize — Rank stakeholders according to their level of power, influence, and urgency. This will help you focus your engagement efforts on the most important stakeholders
• Visualize — Create a visual representation of the stakeholders, often in the form of a circle or a map. This helps communicate the importance of various stakeholders to the project team and other stakeholders
• Engage — Develop tailored engagement strategies for each stakeholder group, considering their communication preferences, level of involvement, and desired outcomes
• Monitor — Establish a process to track stakeholder feedback and involvement, adjusting the engagement strategy as needed to maintain strong relationships

The Stakeholder Circle method has you create a visual representation of the stakeholders, which can be very powerful when communicating with others.

My favorite stakeholder analysis framework is the power-interest matrix , which helps identify stakeholders based on their level of power and interest in the product. It is a very simple framework that I often incorporate into kickoff sessions at the start of a discovery phase :

To use this, you identify who of your stakeholders has high or low interest in what you are building, and who has high or low power. Map the results onto a grid to categorize stakeholders into four groups:

Context setters

The stakeholders in this category are important to consider even though you might not actively collaborate with them throughout the product lifecycle. Stakeholders in this category might receive widely distributed email updates on progress, for instance, or regular release notes, meeting minutes, status reports , etc.

Usually, there are people in this group who can be huge advocates for you as they have high interest in the product, but their low power means you might not want to collaborate closely on decisions impacting the product. Communicating with this group can be important to support the positive high interest they have.

The obvious example here would be regulators, who you may need to accommodate.

Laura Modi , CEO and Co-founder of Bobbie, spoke about what happened when the FDA came to visit one of her manufacturing sites of organic infant formula on Lenny’s podcast . They shut down production and Laura and her team had to work with the FDA to help them understand the approach they were taking, making some adjustments together before production could restart:

Other context setters often include senior folk in your organization.

This group of high-interest, high-power folk should be those you are spending the majority of your time with. Carefully identify who your key players are and make sure you keep them in the loop, collaborating and communicating with them each day.

What I particularly like about this framework, beyond the simplicity, is you can often find stakeholders in the “wrong” box. So, on top of finding the best ways to communicate and collaborate with each group, you might also identify the need to come up with strategies that move a stakeholder from one box to another.

Stakeholder analysis examples: Google Chrome

Google Chrome is a great example of how stakeholder analysis can be used to create a successful product.

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When Google was planning to launch Chrome in 2008, it wanted to create a browser that would compete with established browsers such as Internet Explorer and Firefox. The tech giant used stakeholder analysis to understand the needs and expectations of their target audience.

Identifying stakeholders groups

Google identified several stakeholders who could benefit from a product like Chrome, including web users, developers, advertisers, and device manufacturers. It then prioritized these stakeholders based on their level of influence and their importance to the success of the product.

Web users were identified as the most important stakeholder group, as they would be the primary users of the browser. Google conducted extensive research to understand the needs and expectations of web users, including their frustrations with existing browsers and their priorities for a new browser. The product team used this feedback to design Chrome with features that were important to users, such as speed, security, and simplicity.

Google also identified developers as an important stakeholder group because they would be responsible for creating websites that were compatible with the new browser. The product team engaged with developers throughout the development process, soliciting feedback and incorporating their suggestions into the product. It also created tools and resources to help developers optimize their websites for Chrome, which helped to increase adoption of the browser.

The last group of stakeholders Chrome’s product team identified were advertisers and device manufacturers. Google worked to ensure that the browser was compatible with a wide range of devices and platforms, which helped to increase adoption and usage of the browser. It also created advertising programs that were optimized for Chrome, which helped to drive revenue and support the ongoing development of the browser.

Capturing market share

Ultimately, Google’s use of stakeholder analysis was a critical factor in the success of Chrome. By understanding the needs and expectations of its target audience and prioritizing stakeholders based on their level of influence, the Chrome product team was able to create a browser that met the needs of users and quickly gained market share.

It also managed to create a robust ecosystem around the browser that supported its ongoing development and growth by engaging with developers, advertisers, and device manufacturers.

Stakeholder analysis template

Here’s a simple template you can follow when conducting and documenting a stakeholder analysis for your product:

• Example : Product manager, developers, UX designers, customers, partners, regulators
• Example : Customers (high interest, low power), CEO (high interest, high power), Regulators (low interest, high power)
• Example : 1. Customers, 2. CEO, 3. Developers, 4. Partners, 5. Regulators
• Example : Customers — easy-to-use interface, fast performance; Developers — clear requirements, realistic deadlines
• Example : Weekly updates for the CEO, daily stand-ups with developers, quarterly meetings with partners
• Example : Regularly review engagement strategy effectiveness, solicit feedback from stakeholders, and make adjustments as needed

Go far together

Stakeholder analysis is a critical tool for product managers looking to deliver successful products. The frameworks can help identify your stakeholders, understand their needs and expectations, and plan activities to manage relationships effectively.

By understanding your stakeholders and engaging them in the product development process in the right way, you can create products that make a huge impact, even beyond your customers.

You might be able to move faster on your own, but you won’t go very far without the involvement and input of the stakeholders who depend on your product most.

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What is a stakeholder analysis?

You're ready to start your next design project, but you're not sure who to involve. It’s time for a stakeholder analysis. This exercise will help you identify key players and engage powerful stakeholders for project success.

Read on to find out:

• What stakeholder analysis is—and when to use it
• A step-by-step guide to stakeholder mapping
• Pro tips to sharpen your stakeholder strategy with FigJam

What is stakeholder analysis?

Stakeholder analysis is a key methodology for project and product management. This project management tool helps you identify potential stakeholders and uncover the needs and hopes of key stakeholder groups. Then you can engage your most important stakeholders for positive project outcomes.

Start your stakeholder analysis with FigJam

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Why stakeholder analysis matters

Stakeholders can help or hinder your project. Considering the needs and wants of key players can strengthen your design—and earn the buy-in your concept needs to succeed. Otherwise, your project plan could get delayed or rejected. According to recent Deloitte findings, strategic stakeholder management boosts project outcomes .

When to use stakeholder analysis

Ideally, every new project starts with stakeholder analysis. Assess different types of stakeholders. Who are the internal stakeholders in charge of resources? Which external stakeholder groups influence your target audience? This analysis can help you secure internal resources and manage external risks.

Imagine you're leading a new project to design a mobile app. Who do you include in your stakeholder engagement plan? Your internal stakeholders might include developers, product managers, and decision-makers. External stakeholders could include users, investors, and app stores. Running a stakeholder analysis paves the way for your project's success.

How to use a power-interest grid

Picture a stakeholder grid with "power" on the y-axis and "interest" on the x-axis. Use FigJam's power-interest matrix to capture each project stakeholder's level of influence and interest.

• Stakeholders in the high-power, high-interest quadrant need full engagement.
• Stakeholders with high power but a lower level of interest must be satisfied.
• Stakeholders with high interest but less power should be informed.
• Stakeholders with low interest and low power require minimal engagement or monitoring.

How to run a stakeholder analysis in 4 steps

The key to stakeholder analysis is a clear stakeholder map. From start to finish, stakeholder mapping takes just four steps.

Step 1: List potential stakeholders.

Identify everyone your project affects. Who has an interest in its outcome? Include primary stakeholders (directly involved) and secondary stakeholders (indirectly affected).

Step 2: Capture stakeholder expectations.

List outcomes and deliverables different stakeholders want from the project. Surveys, interviews, meetings, and user personas can reveal different stakeholder interests.

Step 3: Spot key stakeholders.

Map your stakeholders on a power-interest grid . This 2x2 matrix shows the power and interest of each stakeholder for clear prioritization.

Step 4: Outline a stakeholder communication plan.

Use an onion diagram to map stakeholder relationships and build your communication plan. Build in early-stage brainstorming sessions. As your project progresses, add regular updates. Match your communication strategies to your key stakeholders. Your stakeholder communication plan should engage powerful stakeholders, inform key players, and monitor others.

Jumpstart your stakeholder analysis with FigJam

Involve stakeholders in your initiatives with FigJam, the online collaborative whiteboard . Project team members can brainstorm and build stakeholder maps with FigJam's stakeholder analysis template . Pro tips for a standout analysis:

• Clarify project goals with Figma’s community-created problem statement template .
• Apply FigJam's drag-and-drop designs for presentation-ready stakeholder maps.
• Add unique brand elements to map templates with Figma's customization options.
• Find inspiration in stakeholder analysis examples shared by Figma's design community.

Ready to strategize like a pro?

Home — Essay Samples — Life — Stakeholders — Stakeholder Impact Analysis

Stakeholder Impact Analysis

• Categories: Business Analysis Stakeholders

About this sample

Words: 958 |

Published: Mar 28, 2019

Words: 958 | Pages: 2 | 5 min read

• Internal Stakeholders: Internal stakeholders are those who are directly elaborated with the business and also associating with any organization collectively to achieve a goal. For a construction industry internal stakeholders are suppliers (raw materials & machineries), land owners, project team (architectures, engineers, labors), investors, clients, unions or community from the same industry.
• External stakeholders: External stakeholders are those who are not involved with the business but what output is made by any businesses have influence over their life. For a construction industry external stakeholders are Government, Local politicians, local citizens.
• Government sets the rules and regulations of any business in any industry. But the fact is whether companies are obeying those rules or not.
• Government is always responsible for inspecting the standard of using safety elements in any construction project site.
• Clients are the users of any constructed project. If the project was not completed using safety guard’s clients may get dissatisfied to the company or the project.
• Trust issue arises on client’s mind about the quality of the constructed building or roads.
• Lack of safety process can be harmful to the local citizens. In the rural areas big commercial buildings are often constructed without having proper guards and roads are busy most of the day time.
• According to Prothom Alo, in the year 2003 an 8 years old girl died while going to school because of a fallen brick from an under construction apartment.Unions or community
• Mostly daily labors are associated with some labor union committee. If any of the employee gets hurt due to lack of safety issues they might start strike and work may stop.
• If construction work hampers others property or asset it also violates the regulations of communism.
• Now a day’s employees are getting more concerned about their own safety during their work hours but many real estate companies don’t provide enough safety equipment’s for their labors.
• Employees are not enough skillful using those safety kits.
• In 2008, during construction of Irish Noorjahan, the rope of the carrier ripped while carrying 5 labors. As a result, 5 of them died on the spot. This incident happened because of access of load.
• Local politicians also create pressure to the project team to ensure safety guards usage so that employees or the labors don’t get hampered.
• In rural areas, local politicians may use their power to employment of local labors. But if their standard doesn’t meet requirements of skill it may cause severe accidents.
• Some big suppliers have always requirement of highly safety uses in the construction site.
• Government projects which are conducted by the foreign companies follows strict guideline for safety issues, so that often many local labors don’t get synced with it.
• May refuse to work without having proper safety guideline and equipment’s.

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Example Stakeholder Analysis for a Software Project

Influence lines between stakeholders

If we now consider how the stakeholders can influence each other we find useful intelligence that can help drive the stakeholder engagement strategy. We can do this by adding lines that indicate how certain stakeholders influence other stakeholders. The influence lines for the CRM project are shown below. You will probably notice that they are specific to the organization and personalities involved. Influence lines can clearly never be drawn between roles or ‘reused’ for other projects - there are so many different factors involved.

Stakeholder Analysis with Influence lines

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