STAKEHOLDER ANALYSIS

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Project information
Project name: Project code / project identification:

Associated program or connection with other Project type:

projects:

Sponsor: Project Owner: Project Manager:

5
5
2 6
Potential for cooperation with the

2 6
Non-supportive
Low

3 7 3 7 Marginal

4 8 4 8 1
project

1
High

Supportive Mixed

Explanation:

1 This period
Low High
1 Last period

Change
Potential for jeopardizing the
project

No. Stakeholder Potential Potential for Relationship Strategy/Action

for cooperation to/interest in the
jeopardizin [Low/High] project
g
[Low/High]
1
2
3
4
5
6
7

- Template for Stakeholder analysis Version: 1.0 - Revised date: 2005-10-01 Owner: Project Office
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STAKEHOLDER ANALYSIS
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Instructions for completion of Stakeholder analysis

Document information:
Header: The heading states the name of the document and is not to be altered. The
table has been compiled as a proposal ensuring quality in revision
management, and its use is recommended. By pressing F9 in the
archive/filed field, the file path is automatically updated.
Footer: The footer is reserved for the originator of the template, and shall not be
altered. The footer states which template version has been used.
Project information:
Project name: Unambiguous and formalistic name of project.
Project code / project Project number or other unambiguous project identification displayed in the
identification: units accounting system. (Confer with financially responsible for assignment
of code.)
Associated program or Name of program that the project potentially is, should or will be associated
other projects: with. Formal program code is stated in brackets. Other projects, which this
project affects or will be affected by, shall be stated; this also applies to
projects outside ones own business area. A more comprehensive description
is to be provided under the section on Relationship with other projects /
partners.
Project type: This is where to state the type of project according to instructions on how to
follow up projects in local activities. It should also be indicated whether the
project will have sales revenue, operating costs, investment costs, or
combinations of these. The following project types are proposed: Product
development, Infrastructure, Organizational development, and Customer
projects.
Sponsor: Formal owner (-s) in the company-/ line organization, final responsible
function. Name of person and her/his organizational affiliation. The Sponsor
(-s) can appoint a Project Owner to follow up of the Project on behalf of the
company organization when needed. (or Sponsor is the Project owner)
Project Owner: If appropriate; Name of person and her/his organizational affiliation. Can also
be defined during the planning phase. (D1-D2) Write: TBD i.e. To Be
Defined. Will be acting on behalf of the Sponsor (-s) and appoints the
Steering Group together with Sponsor.
Project Manager: Name of person and her/his organizational affiliation. Head of project from
now on. A separate resource agreement must be entered into with the
providing organizational unit.

- Template for Stakeholder analysis Version: 1.0 - Revised date: 2005-10-01 Owner: Project Office
(B1) Page 2
STAKEHOLDER ANALYSIS
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Stakeholder identification
Stakeholder matrix
The stakeholder analysis for projects is intended to identify stakeholders that
may impact the project.

The identified stakeholders are assessed based on two dimensions:

Potential for cooperation with the project

Potential for jeopardizing the project

Stakeholder details
Stakeholder table
Describe name and role of stakeholder
Estimate potential for cooperation with the project high or low
Estimate potential for jeopardizing the project high or low
Describe stakeholder relation to / interest in the project
Describe actions that are to be implemented to reduce the risk for
stakeholders having negative impact on the project. The actions should be
as concrete as possible, and a person responsible for each of these is
appointed.

Instruction
- Template for Stakeholder analysis Version: 1.0 - Revised date: 2005-10-01 Owner: Project Office
(B1) Page 3
STAKEHOLDER ANALYSIS
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A stakeholder analysis for projects should be

carried out in accordance with 6 steps, as
indicated in the figure and described below.

{Figur, se hoveddokument}

Step 1: Initiation
Step 1 focuses on initiating the process. This step
will a. o. clarify the goal for the process and
additional practical circumstances, e.g. when to
hold meetings, who should participate, etc.

Step 2: Identification of partners

Step 2 concentrates on identifying stakeholders
who may impact the project either positively or
negatively. This applies to both known partners as
well as potential stakeholders. In most cases, the
identification will involve participants who are
directly related to the project, but in some cases it
may also be important to identify participants
who may have an indirect influence on the project through another stakeholder. One may take various
approaches to identification, e.g., by means of a group-based brainstorming session, checklists or
experience data where these are available.

Step 3: Partner analysis

In step 3 of the process, the project will perform an Strategy 2: Strategy 3:
Supervise Minimalize
analysis of the stakeholders to clarify their position in
Potential for cooperation with the

dependency
relation to the project. This analysis will subsequently
Low

form a basis for how the project should relate to both

present and potential partners (strategy).

Step 4: Communication
project

An essential part of the process involves making the

analysis and choice of strategy known to the project Strategy 1: Strategy 4:
participants. The purpose of this is a. o. to determine Involve/keep Cooperation
who will do what, and when, i.e. an unambiguous informed
distribution of authority and roles. Step 4 of the method
High

attends to this focus on communication.

Step 5: Handling of partners

In step 5, the emphasis is on the handling of
stakeholders itself. This refers to the implementation and Low High
execution of the strategy identified by the analysis in step 3. Potential for jeopardizing the
project
Step 6: Follow-up and control
Step 6 focuses on follow-up. It is important that the project follows up and performs evaluations at
regular intervals to ensure that the strategy and related activities and actions have the required effects.
It may be that the evaluations indicate that the project should change strategy and relations where
partners are concerned.

- Template for Stakeholder analysis Version: 1.0 - Revised date: 2005-10-01 Owner: Project Office
(B1) Page 4