1 Stakeholder Management Foundations
Learn how to define stakeholder work, classify stakeholders, and set useful objectives for involving and communicating with them.
Stakeholders and
A is a person, group, or organization that can affect, be affected by, or believe itself to be affected by a decision, activity, or outcome. Stakeholders may support an effort, oppose it, or simply have an interest in its results. Examples include project team members, customers, suppliers, regulators, and nearby communities.
is the ongoing work of identifying stakeholders, understanding their interests and possible influence, and selecting appropriate ways to involve and communicate with them. It is not simply an effort to persuade people to agree. Good practice makes relevant concerns visible and helps decision-makers respond to them.
work includes identifying and analyzing needs, managing expectations and communications, and revisiting identification and mapping as the work develops. groups and their concerns may need to be reconsidered as circumstances change.
Ways to classify stakeholders
Stakeholders can be classified in more than one way. The categories describe different aspects of a , so a person or group can belong to several categories at once.
Internal and
are within the organization responsible for the work. Examples include its employees, managers, project team, and board.
are outside that organizational boundary. Examples include customers, suppliers, regulators, partner organizations, and community groups. A contractor may work closely with the project team but remain external to the organization. The distinction is about organizational relationship, not a ’s importance or level of involvement.
Primary and
are directly involved in, rely on, or are directly affected by the work or its outcome. Depending on the project, they may include intended users, customers, employees whose jobs change, or a community affected by construction.
have a more indirect connection. They may influence the work, convey information, or experience broader effects without being direct participants or intended users; examples might include an industry association or a media organization.
These are practical, context-dependent categories rather than a universal ranking. Secondary does not mean unimportant: an indirectly affected group may still have substantial influence or legitimate concerns. Record why each group belongs in a category, and reassess that judgment if the work or its effects change.
Define the scope of work
Before mapping stakeholders or choosing communication methods, clarify what the work covers. Criteria can specify whether the exercise includes individuals or organizations, internal or external groups, and current or potential stakeholders. Set objectives before mapping, then use the map to inform engagement.
A practical clarifies:
Work in view: Name the decision, project, change, or activity.
Boundaries: Specify the organizational or geographic area, affected processes, and relevant time period.
Whose interests count: Include people who can influence the work, are directly or indirectly affected, or reasonably perceive themselves to be affected.
Exclusions and limits: State what is outside the exercise and any limits on time, resources, or access to information.
This definition of scope helps make the exercise’s coverage explicit before groups are mapped and engagement is planned.
Set objectives before mapping
should describe a desired outcome, not merely an activity. “Hold three meetings” describes an activity. By contrast, “by the design decision, understand the main accessibility concerns raised by users and document how they were addressed or why they were not adopted” describes an outcome.
Objectives may include gathering requirements, surfacing risks, informing decisions, supporting adoption, or explaining impacts. Make them measurable and time-bound where practical. Clear objectives help guide the mapping and engagement work.
Example: a staff scheduling system
Suppose a company is replacing its scheduling software. The -work scope might cover selecting and implementing the system for two departments over six months, while excluding redesign of the company’s compensation policy.
Potential stakeholders include employees and supervisors who will use the system, IT staff who will support it, the software vendor, and a labor representative. Employees and supervisors are internal and primary; the vendor is external and directly involved; a professional association might be external and secondary.
One objective could be: Before system selection, identify the essential scheduling needs and accessibility concerns of each affected employee group, and document how the proposed system addresses them.