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Stakeholder Summary

A stakeholder summary documents the people and groups who have interest in or influence over a project, capturing their needs, concerns, and relationships. Effective stakeholder management often determines project success more than technical execution, making this document essential for navigating organizational complexity.

When to Use

• At the start of a new project or initiative to map the landscape
• When taking over an existing project from another PM
• Before major decision points that require cross-functional buy-in
• When experiencing resistance or misalignment mid-project
• During organizational changes that shift stakeholder dynamics
• When preparing communication strategies for launches or changes

Instructions

When asked to create a stakeholder summary, follow these steps:

1. Identify All Stakeholders List everyone with a stake in the project: sponsors, approvers, contributors, consumers of the output, and those affected by changes. Cast a wide net initially.you can prioritize later. Include both individuals and groups.

2. Assess Influence and Interest For each stakeholder, evaluate their influence (power to affect the project) and interest (how much they care about outcomes). This determines how much attention each requires.

3. Understand Their Perspective Document what each stakeholder needs from the project, what concerns or risks they perceive, and what a successful outcome looks like to them. When possible, validate these directly through conversation.

4. Map Relationships Identify key dependencies, alliances, and potential conflicts between stakeholders. Understanding who influences whom helps you navigate organizational dynamics.

5. Categorize by Engagement Level Based on influence and interest, determine the appropriate engagement approach: actively manage, keep satisfied, keep informed, or monitor. Different stakeholders need different levels of attention.

6. Plan Communication For high-priority stakeholders, define communication cadence, preferred channels, and key messages. Good stakeholder management is proactive, not reactive.

7. Identify Risks and Mitigations Note where stakeholder concerns could derail the project and plan how to address them. Early attention to resistant stakeholders prevents surprises.

Output Format

Use the template in references/TEMPLATE.md to structure the output.

Quality Checklist

Before finalizing, verify:

• All significant stakeholders are identified (not just obvious ones)
• Influence and interest assessments are realistic, not wishful
• Concerns are documented from stakeholder's perspective, not dismissed
• Relationships and dependencies are mapped
• Communication plan is specific and actionable
• Resistant stakeholders have mitigation strategies

Examples

See references/EXAMPLE.md for a completed example.