The right side of this slide lists some common examples for each type of stakeholder. They can be C-level executives, leadership team, employees, etc.
Internal stakeholders are members within the organization. Perform any analysis on the possible consequences, then measure whether or not to make changes to them.
Lastly, decide the future measures to implement based on the risks, threats and opportunities discovered from your analysis. This includes how stakeholders play into project specifics and business objectives and expectations. Which part of the project process will each of them be involved in or affected by? How will they connect or disconnect from one another throughout that process? These individuals or entities are then classified as internal vs external stakeholders.Īfter the stakeholders have been identified, connect the dots and place them in the context of your general project blueprint. These are the main participants in the project, the main parties interested in the project, and individuals who might be affected by it, with or without active involvement. The stakeholder analysis process first identifies the key stakeholders involved across a project. With a mid to long-term outlook in mind, stakeholder analysis tries to envision the potential impact, positive or negative, that particular stakeholders could have over project outcomes and even beyond.
Stakeholder responsibilities are determined beyond just the immediate, day-to-day business functions. Unlike many number-driven analyses that businesses tend to conduct, stakeholder analysis also takes qualitative components, such as emotions and attitudes, into consideration. As these considerations frequently steer projects in different directions, stakeholder analysis is a useful and often indispensable part of project management. Big undertakings often have many stakeholders that either directly or indirectly contribute to the outcome.
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