6 Stakeholder Engagement and Communication
Learn how to identify project stakeholders, understand their needs, prioritize engagement, and plan communication that supports decisions and project progress.
Who may be a
A is a person, group, or organization that can affect a project, be affected by it, or believe it may be affected by it or its outcome. Stakeholders may include the sponsor, project team, customers, end users, managers, suppliers, regulators, and members of the surrounding community.
is more than sending updates. It involves identifying stakeholders, understanding their interests and expectations, and working with them in ways that support sound decisions and project progress. Because people and circumstances change, identification and engagement should be revisited throughout the project.
Identify stakeholders and understand their needs
Begin identification early by reviewing the project charter, scope, business case, contracts, and organizational context. Ask project team members and known stakeholders who else may be affected or able to influence the work.
Consider people who approve decisions, provide resources, use the result, perform project work, or may experience disruption. Record both supportive and potentially concerned stakeholders. Overlooking a group can lead to missed requirements, delays, or resistance.
A is a living record. It can include:
Name or group and role.
Interests, needs, expectations, and concerns.
Influence on the project and likely impact from it.
Current attitude or level of awareness and support.
Decisions, input, or approvals required.
Preferred communication methods and relevant contact details.
Learn about stakeholders’ needs through interviews, workshops, surveys, observation, and review of existing documents. Ask what each needs from the project, what concerns them, what information they need to make decisions, and how they want to provide feedback.
Distinguish stated preferences from . A preference can guide how the team works; specify conditions a deliverable must meet.
Prioritize engagement thoughtfully
A groups stakeholders by their ability to influence the project and their interest in its outcome. It can guide how the team allocates attention:
High influence and high interest: Engage closely and involve these stakeholders in important decisions.
High influence and lower interest: Keep them satisfied with relevant, concise information.
Lower influence and high interest: Keep them informed and provide ways to contribute.
Lower influence and lower interest: Monitor them and reassess if their influence or interest changes.
Use the grid to guide engagement, not to dismiss people with less formal power. Stakeholders may be substantially affected even when they have little influence over project decisions. Review classifications as the project develops.
Plan communication for each audience
A turns analysis into practical actions. For each audience, decide:
Purpose: Is the aim to inform, consult, obtain a decision, coordinate work, or gather feedback?
Content: What information or question is relevant to this audience?
Method: Would a meeting, written report, demonstration, email, survey, or accessible public notice work best?
Timing and frequency: When is the information needed, and how often should communication occur?
Responsibility: Who prepares, sends, presents, and follows up?
Feedback and escalation: How can stakeholders respond, and who addresses questions or concerns?
Tailor the level of detail and format to the audience. A sponsor may need decision points, major risks, and forecast changes. An end-user group may need demonstrations, training, and a clear way to report usability issues.
Consider accessibility, language, confidentiality, time zones, and organizational or cultural context. A realistic engagement plan allocates time and resources for two-way interaction, rather than just message distribution.
Keep communication responsive
Communication should be accurate, timely, and consistent. Explain changes and their likely effects, distinguish confirmed information from assumptions, and record decisions and actions.
Use a , such as review sessions, surveys, or regular check-ins, to test whether messages were understood and whether needs have changed. Update the and when new stakeholders, concerns, or project changes emerge.
Apply the approach to a project
A city project is replacing an online permit system. The project manager identifies permit applicants, city staff, the technology supplier, accessibility representatives, and the department sponsor.
Interviews reveal that applicants need clear instructions and accessible forms, staff need training before launch, and the sponsor needs timely notice of cost or schedule changes. The team records these needs, schedules applicant testing and staff workshops, provides regular sponsor updates, and assigns owners to follow up on feedback.
If testing reveals that users cannot complete a key form, the team records the issue, assesses its impact, and agrees on a response with the appropriate decision-makers.