version: "1.0.1" name: discover-stakeholder-summary description: Maps the people and groups with a stake in a project, documenting their needs, concerns, influence, and engagement approach. Use at project kickoff, when taking over from another PM, or when resistance signals misalignment. For the update you send to those stakeholders, use foundation-stakeholder-update instead; this skill maps them, that one talks to them. license: Apache-2.0 metadata: phase: discover version: "2.2.0" updated: 2026-07-04 category: research frameworks: [triple-diamond, lean-startup, design-thinking] author: product-on-purpose

<!-- PM-Skills | https://github.com/product-on-purpose/pm-skills | Apache 2.0 -->

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

When NOT to Use

• You need the async update you will SEND to stakeholders -> use foundation-stakeholder-update; this skill maps them, that one talks to them
• You are preparing for one specific high-stakes meeting -> use foundation-meeting-brief
• You need customer research synthesis rather than an influence map -> use discover-interview-synthesis
• You want a persona to design or market against -> use foundation-persona

Instructions

When asked to create a stakeholder summary, follow these steps:

1. 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.

1. 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.

1. 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.

1. Map Relationships

Identify key dependencies, alliances, and potential conflicts between stakeholders. Understanding who influences whom helps you navigate organizational dynamics.

1. 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.

1. Plan Communication

For high-priority stakeholders, define communication cadence, preferred channels, and key messages. Good stakeholder management is proactive, not reactive.

1. 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. A complete summary fills every template section: Overview; Stakeholder Map; Stakeholder Profiles; Detailed Stakeholder Analysis; Key Relationships; Communication Plan; Risk Mitigation; Action Items; and Document History.

Quality Checklist

Before finalizing, verify:

• [ ] All significant stakeholders are identified (not just obvious ones)
• [ ] Influence and interest assessments are realistic, not wishful
• [ ] Concerns are documented from stakeholder's perspective, not dismissed
• [ ] Relationships and dependencies are mapped
• [ ] Communication plan is specific and actionable
• [ ] Resistant stakeholders have mitigation strategies

Examples

See references/EXAMPLE.md for a completed example.