Government of Newfoundland and Labrador

Office of the Chief Information Officer

Solution Delivery: Project Management Office

Stakeholder Analysis
Important Notes for Completing this Document

For project success, it is critical to identify stakeholders early in the project, and note their expectations.
Depending on each stakeholders influence and impact rating, the Project Manager can develop a strategy to
assess each stakeholders level and timing of involvement. The aim of this document is to list the stakeholders,
identify what role they play in the organization and assess how they are involved in the project. This document
may need to be revised as the project progresses through the SDLC as new stakeholders may be identified or
existing stakeholders may change in terms of their involvement, influence, etc.

Note: Various models exist for developing a stakeholder management strategy using an Influence vs. Impact
grid has generally been a preferred approach as it is quick and effective.

Important Note: No sections are to be deleted from this document.

Important Note: This template is not to be modified in any manner.

Save the file using the following naming convention Project # - Project Name Stakeholder Register.doc

Text contained within << >> provides information on how to complete that section and can be deleted once the
section has been completed.

This template is owned and maintained by the Project Management Office (PMO) of the Office of the Chief
Information Officer (OCIO). Direct questions about this template to OCIO-PMO@gov.nl.ca

Project Name << Project Name >> Date Created << YYYY-MM-DD >>
Project Number << DTC >> Date Last
<< YYYY-MM-DD >>
Prepared By << Name >> Modified

<< Provide brief project summary; include high level goals and milestones if
Project Summary desired >>

Stakeholder Register

<< Add comments concerning your assumptions, concerns, etc. >>

Note: This document contains sensitive information and is designed for

internal use only. Ensure that it does not circulate outside the Solution
Delivery Branch.

Stakeholder Analysis Page 1 of 3

Template Version 1.1 2010-08-31
 Government of Newfoundland and Labrador
Office of the Chief Information Officer
Solution Delivery: Project Management Office

<< The stakeholders listed in the table below are not an exhaustive list and only acts to provide some guidance. Items in the table can be modified, added or deleted
needed to make the list meaningful for this project. >>
Impact /
Role on Stakehol
Name Department Title Expectations Influence Interest Involvement Importance /
Project Categor
Power
<< level << ability to effect
<< level of << level of
of active changes to << see grid
<< role within << role within << list high level active active
<< name >> << dept >> Interest: planning or assign
Department >> project >> expectations >> Influence: Involvement:
low, high execution: low, category >
low, high >> low, high >>
>> high >>
On-time delivery, hard- Affected
e.g. Project pressed deployment (Keep
IT, poddarCo VP High High Low Low
Poddar 1 Sponsor date, immaculate Informed)
training documentation
Application
OCIO
Services
Operations OCIO
Information
Management OCIO
(IM)
Project
Management OCIO
Office (PMO)
Enterprise
Architecture OCIO
Group (EAG)
SD Director OCIO
Executive
OCIO
Director
Client
OCIO
Services
Project Client
Sponsor Department

Stakeholder Analysis Page 2 of 3

Template Version 1.1 2010-08-31
 Government of Newfoundland and Labrador
Office of the Chief Information Officer
Solution Delivery: Project Management Office

Stakeholder Grid

<< Note: Various models exist for developing a stakeholder management strategy using an Influence vs. Impact
grid has generally been a preferred approach as it is quick and effective. A Stakeholder's position on the grid shows
the actions needed:
High impact, high Influence: these are the stakeholders that must be fully engaged, and make the
greatest efforts to satisfy.
High impact, low Influence: put enough work in with these stakeholders to keep them satisfied, but not so
much that they become bored with your message.
Low impact, high Influence: keep these stakeholders adequately informed, and talk to them to ensure
that no major issues are arising. These stakeholders can often be very helpful with the detail of your
project.
Low impact, low Influence: again, monitor these stakeholders, but do not bore them with excessive
communication. >>
High
Important Players Key Players
(Keep Satisfied) (Manage Closely)

Impact
Other Players Affected Players
(Monitor) (Keep Informed)

Low

Low Influence High

<< Note: The information contained in this document can be very

sensitive and meant for limited circulation only. Exercise caution in who this document is sent to and how it is
published. >>

Stakeholder Analysis Page 3 of 3

Template Version 1.1 2010-08-31