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teodstrteodstr/workbench/skills/stakeholder-map/SKILL.md

stakeholder-map

Skill0 starsChanged yesterdayMITView on GitHub

Map everyone a project affects or needs (family, neighbors, colleagues, bosses, clients, suppliers, authorities), sort them by influence and interest, find what each one needs and fears, and build a simple communication plan. Use whenever a project involves several people, someone could block it, or "who should I keep informed?" comes up. Triggers: "stakeholders", "who to involve", "power interest grid", "communication plan", "parties prenantes", "qui impliquer", "plan de communication", "matrice pouvoir intérêt", "partes interesadas", "a quién involucrar", "plan de comunicación".

18 other projects use a version of this.

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The file

We split this skill into the rules it gives an agent

3 rules. 0 are common, 1 is distinctive, and 2 are very specific to this project.

  • 0

    Common

    Most of the 15 edited versions we read keep these.

  • 1

    Distinctive

    This author's own choices. Worth a look.

  • 2

    Very specific

    Tied to their project's names, files or tools. Probably skip.

  • Common
  • Distinctive
  • Very specific
  1. Very specific:

    After project-charter, as soon as more than two people are involved.

    line 20
  2. Distinctive:

    Before a change that will surprise someone: a reorganization, works in a shared building, a new tool for a team.

    line 21
  3. Very specific:

    Not to split the work itself: use responsibility-matrix.

    line 22

“Common” is measured: kept by at least 6 in 10 of the 15 edited versions of this file we could read. “Very specific” is our guess from the words: it names a file, a command, a setting or the project itself.

Keep what fits and drop the rest. Your version, ready for your agents.
Files
SKILL.md

Stakeholder map

Projects rarely fail because of a missing task; they fail because someone important learned about them too late. This skill lists the people around the project, ranks them, and plans who hears what, when.

When to use

  • After project-charter, as soon as more than two people are involved.
  • Before a change that will surprise someone: a reorganization, works in a shared building, a new tool for a team.
  • Not to split the work itself: use responsibility-matrix.

Inputs

  1. The project charter, or the project in a few sentences.
  2. Everyone the person running the project can think of who is affected, who decides, who pays, who can delay or block.

Method

  1. List the stakeholders widely, then group them: decision makers, people doing the work, people affected, people with a veto (authorities, landlords, legal, unions, co-owners), people who simply need to know.
  2. Place them on an influence and interest grid: manage closely (high influence, high interest), keep satisfied (high influence, low interest), keep informed (low influence, high interest), monitor (low, low).
  3. For each key stakeholder, write what they need, what they fear, what they could do if surprised, and their current position (supports, neutral, against).
  4. Plan the communication: message, channel, frequency and messenger for each group. Bad news travels best early and in person.
  5. Prepare the hard conversations: the two or three people likely to object, with their probable objections and an answer.
  6. Review the map at each milestone: influence and positions change.

Output

### Stakeholder map: <project>
| Stakeholder | Group | Influence | Interest | Needs and fears | Position | Plan |
|---|---|---|---|---|---|---|

### Communication plan
| Who | What | Channel | When | Messenger |
|---|---|---|---|---|

Quality bar

  • People with a veto (authorities, owners, legal) are on the map.
  • Each key stakeholder has needs, fears and a position, not just a name.
  • The communication plan names a messenger and a date for each group.
  • Written in the user's language, with the terms below.

Terminology

EnglishFrançaisEspañol
StakeholderPartie prenanteParte interesada
Power and interest gridMatrice pouvoir et intérêtMatriz de poder e interés
SponsorSponsor, commanditairePatrocinador
Communication planPlan de communicationPlan de comunicación
Buy-inAdhésionApoyo, aceptación
VetoDroit de veto, blocageVeto

Sources

  • Freeman, R. E. (1984). Strategic Management: A Stakeholder Approach. Pitman.
  • Project Management Institute. (2021). A Guide to the Project Management Body of Knowledge (PMBOK Guide) (7th ed.). Project Management Institute.

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