# Stakeholder Analysis

> Identify, analyze, and manage stakeholders effectively using power/interest grids, RACI matrices, and communication planning

- Skill: `danhvb/stakeholder-analysis` (Agent Skill)
- Install (CLI): `npx skillmds@latest add danhvb/stakeholder-analysis`
- Raw SKILL.md: https://api.skillmd.com/api/skills/danhvb/stakeholder-analysis/raw
- Safety review: pending
- Works with: Claude Code, Claude.ai, OpenAI Codex
- Category: Product & Planning
- Author: danhvb (https://skillmd.com/u/danhvb)
- Updated: 2026-09-17
- Page: https://skillmd.com/skills/danhvb/stakeholder-analysis

---


# Stakeholder Analysis Skill

## Purpose
Identify and analyze project stakeholders to ensure proper engagement, communication, and management throughout the project lifecycle.

## When to Use
- Project initiation and planning
- Requirements gathering preparation
- Change management planning
- Communication strategy development
- Risk assessment (stakeholder-related risks)

## Stakeholder Identification

### Sources of Stakeholders
- Project sponsors and executives
- Business owners and department heads
- End users (internal and external)
- IT and development teams
- External vendors and partners
- Regulatory bodies
- Customers and clients

### Identification Techniques
1. **Organizational chart review**: Identify departments affected
2. **Brainstorming with team**: Who's impacted? Who has influence?
3. **Document review**: Previous projects, contracts
4. **Interviews**: Ask "Who else should I talk to?"
5. **Process analysis**: Who performs each step?

## Power/Interest Grid

### Matrix
```
High Power │ Keep Satisfied │ Manage Closely │
           │    (Latents)   │  (Key Players) │
           ├────────────────┼────────────────┤
Low Power  │    Monitor     │ Keep Informed  │
           │   (Apathetics) │  (Defenders)   │
           └────────────────┴────────────────┘
             Low Interest    High Interest
```

### Quadrant Strategies

**Manage Closely** (High Power, High Interest):
- Regular 1:1 meetings
- Involve in key decisions
- Provide detailed updates
- Seek their input and approval
- Examples: Project Sponsor, Business Owner, CTO

**Keep Satisfied** (High Power, Low Interest):
- Periodic high-level updates
- Executive summaries
- Involve for major decisions only
- Don't overwhelm with details
- Examples: CFO, CEO, Board members

**Keep Informed** (Low Power, High Interest):
- Regular updates (email, newsletter)
- Involve in UAT and feedback
- Listen to their concerns
- Great sources of detailed requirements
- Examples: End users, Team leads

**Monitor** (Low Power, Low Interest):
- Minimal effort
- General communications only
- Keep aware of changes in interest/power
- Examples: External vendors not directly involved

## RACI Matrix

### Definition
- **R** - Responsible: Does the work
- **A** - Accountable: Approves/signs off (only ONE per task)
- **C** - Consulted: Provides input (two-way communication)
- **I** - Informed: Kept in the loop (one-way communication)

### Template
| Activity | PM | BA | Dev Lead | Business Owner | End Users |
|----------|----|----|----------|----------------|-----------|
| Requirements Gathering | A | R | C | C | C |
| BRD Approval | I | R | I | A | I |
| Technical Design | I | C | R/A | I | I |
| Development | I | I | A | I | I |
| UAT Planning | C | R | C | A | C |
| UAT Execution | I | C | I | C | R |
| Go-live Approval | C | I | C | A | I |

### Rules
- Every task has exactly ONE Accountable
- At least ONE Responsible per task
- Don't overload with C's (meeting fatigue)
- Validate with stakeholders

## Stakeholder Register

### Template
| ID | Name | Role | Department | Power | Interest | Engagement | Comm Preference | Notes |
|----|------|------|------------|-------|----------|------------|-----------------|-------|
| SH-001 | John Smith | VP Sales | Sales | High | High | Champion | Email, Weekly 1:1 | Key sponsor |
| SH-002 | Sarah Lee | Support Manager | CS | Medium | High | Supportive | Slack, Sprint demos | Good UAT lead |
| SH-003 | Mike Chen | CFO | Finance | High | Low | Neutral | Monthly exec summary | Budget approval |
| SH-004 | Lisa Wong | End User | Operations | Low | High | Supporter | Team meetings | Subject matter expert |
| SH-005 | Tom Brown | IT Director | IT | High | Medium | Resistant | 1:1 meetings | Security concerns |

### Engagement Levels
- **Champion**: Actively promotes project
- **Supportive**: Positive, helpful when asked
- **Neutral**: Neither supports nor opposes
- **Resistant**: Skeptical, may oppose
- **Hostile**: Actively working against project

### Engagement Strategies

**Champion → Champion**: Leverage their support, involve in communications
**Supportive → Champion**: Recognize contributions, give ownership
**Neutral → Supportive**: Communicate benefits, address concerns
**Resistant → Neutral**: Understand concerns, involve in decisions
**Hostile → Resistant**: Meet 1:1, find common ground, escalate if needed

## Communication Plan

### Template
| Stakeholder Group | Information Needs | Frequency | Channel | Owner |
|-------------------|-------------------|-----------|---------|-------|
| Executive Team | Project status, risks, decisions | Monthly | Email report, Meeting | PM |
| Business Owners | Detailed progress, blockers | Weekly | Status meeting | PM |
| Development Team | Requirements, priorities | Daily | Standup, Slack | BA |
| End Users | Training, timeline, changes | As needed | Email, Teams | BA |

### Communication Channels
- **Formal**: Email, presentations, reports
- **Informal**: Slack/Teams, quick calls
- **Meetings**: 1:1s, team meetings, workshops
- **Documentation**: Confluence, Notion, SharePoint

## Stakeholder Engagement Tips

### Building Relationships
1. Understand their goals and challenges
2. Speak their language (technical vs business)
3. Be responsive and reliable
4. Deliver on commitments
5. Acknowledge their contributions

### Managing Resistance
1. Listen to understand (not to respond)
2. Ask probing questions
3. Find the root cause of resistance
4. Address concerns directly
5. Find win-win solutions
6. Escalate when necessary

### Managing Expectations
1. Be clear about scope and timeline
2. Communicate risks early
3. Under-promise, over-deliver
4. Document decisions and agreements
5. Regular status updates

## Domain-Specific Stakeholders

### E-commerce
- Product Managers, Merchandising
- Marketing (promotions, campaigns)
- Customer Service
- Fulfillment/Warehouse
- Payment/Finance
- IT/Security

### ERP
- Finance (CFO, Controller, Accountants)
- HR (CHRO, Payroll)
- Supply Chain (Procurement, Logistics)
- Manufacturing (Plant managers)
- IT (CIO, Enterprise Architects)
- Compliance/Audit

### CRM
- Sales (VP Sales, Sales Managers, Reps)
- Marketing (CMO, Marketing Ops)
- Customer Service (Support Managers)
- IT (CRM Admin)
- Executive (CEO, Revenue leaders)

### CDP
- Marketing (CMO, Campaign Managers)
- Data/Analytics (Chief Data Officer)
- IT/Engineering (Data Engineers)
- Privacy/Legal (DPO, Counsel)
- Customer Experience

## Best Practices

✅ **Do**:
- Update stakeholder analysis regularly
- Adapt communication style to stakeholder
- Document stakeholder interactions
- Celebrate stakeholder contributions
- Be proactive with difficult stakeholders

❌ **Don't**:
- Assume stakeholder needs
- Ignore "difficult" stakeholders
- Over-communicate to everyone
- Forget to close the feedback loop
- Surprise stakeholders with bad news

## Tools

- **Lark/Notion**: Stakeholder register database
- **Figma/Miro**: Power/Interest grid visualization
- **Lark Meetings**: Meeting notes and action items
- **Email/Slack**: Regular communications

## Next Steps

After stakeholder analysis:
1. Create communication plan
2. Plan requirements elicitation schedule
3. Identify change management needs
4. Prepare for requirement workshops

## References

- PMBOK Guide - Stakeholder Management
- BABOK Guide - Stakeholder Analysis
- Influence Without Authority (Cohen & Bradford)