name: stakeholder-summary
description: Documents stakeholder needs, concerns, and influence for a project or initiative. Use when starting projects, managing complex stakeholder relationships, or ensuring alignment across organizational boundaries.
license: Apache-2.0
metadata:
category: research
frameworks: [triple-diamond, lean-startup, design-thinking]
author: product-on-purpose
version: "1.0.0"
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:
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.
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.
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.
Map Relationships
Identify key dependencies, alliances, and potential conflicts between stakeholders. Understanding who influences whom helps you navigate organizational dynamics.
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.
Plan Communication
For high-priority stakeholders, define communication cadence, preferred channels, and key messages. Good stakeholder management is proactive, not reactive.
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:
Examples
See references/EXAMPLE.md for a completed example.
1---2name: stakeholder-summary3description: <!-- PM-Skills | https://github.com/product-on-purpose/pm-skills | Apache 2.0 -->4---5
6<!-- PM-Skills | https://github.com/product-on-purpose/pm-skills | Apache 2.0 -->
7---
8name: stakeholder-summary
9description: Documents stakeholder needs, concerns, and influence for a project or initiative. Use when starting projects, managing complex stakeholder relationships, or ensuring alignment across organizational boundaries.
10license: Apache-2.0
11metadata:
12 category: research
13 frameworks: [triple-diamond, lean-startup, design-thinking]
14 author: product-on-purpose
15 version: "1.0.0"
16---
17
18# Stakeholder Summary
19
20A 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.
21
22## When to Use
23
24- At the start of a new project or initiative to map the landscape
25- When taking over an existing project from another PM
26- Before major decision points that require cross-functional buy-in
27- When experiencing resistance or misalignment mid-project
28- During organizational changes that shift stakeholder dynamics
29- When preparing communication strategies for launches or changes
30
31## Instructions
32
33When asked to create a stakeholder summary, follow these steps:
34
351. **Identify All Stakeholders**
36 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.
37
382. **Assess Influence and Interest**
39 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.
40
413. **Understand Their Perspective**
42 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.
43
444. **Map Relationships**
45 Identify key dependencies, alliances, and potential conflicts between stakeholders. Understanding who influences whom helps you navigate organizational dynamics.
46
475. **Categorize by Engagement Level**
48 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.
49
506. **Plan Communication**
51 For high-priority stakeholders, define communication cadence, preferred channels, and key messages. Good stakeholder management is proactive, not reactive.
52
537. **Identify Risks and Mitigations**
54 Note where stakeholder concerns could derail the project and plan how to address them. Early attention to resistant stakeholders prevents surprises.
55
56## Output Format
57
58Use the template in `references/TEMPLATE.md` to structure the output.
59
60## Quality Checklist
61
62Before finalizing, verify:
63
64- [ ] All significant stakeholders are identified (not just obvious ones)
65- [ ] Influence and interest assessments are realistic, not wishful
66- [ ] Concerns are documented from stakeholder's perspective, not dismissed
67- [ ] Relationships and dependencies are mapped
68- [ ] Communication plan is specific and actionable
69- [ ] Resistant stakeholders have mitigation strategies
70
71## Examples
72
73See `references/EXAMPLE.md` for a completed example.
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