# Stakeholder Management Plan

## Overview

An owner-side stakeholder management plan for capital and workplace projects that need structured stakeholder identification, engagement, decision tracking, communication planning, and escalation — built so business, operations, and executive stakeholders stay aligned without the project team reconstructing "who needs to know what, and by when" every reporting cycle.

## At a Glance

| Field | Summary |
| --- | --- |
| Resource type | Stakeholder identification, engagement, and communication plan |
| Primary use | Coordinating business, operations, executive, and functional stakeholders across a project |
| Best fit | Projects with multiple business units, executive sponsors, or operational groups whose readiness or approval affects success |
| Not intended for | External/public stakeholder or community-relations management (this is an internal project stakeholder tool) |
| Recommended owner | Project manager, with active input from workplace and facilities leaders |

## Intended Audience

Project managers, construction managers, real estate leaders, workplace leaders, facilities leaders, capital planning and governance leaders, project sponsors, functional stakeholders, communication leads, and business owners.

## When to Use This Resource

Use this plan when a project has multiple business, functional, operational, financial, procurement, legal, technology, security, facilities, workplace, or executive stakeholders whose decisions, requirements, concerns, or readiness needs could affect project success.

## 1. Stakeholder Identification

| Stakeholder / group | Role in project | Interest/concern | Influence (H/M/L) | Support level (champion/neutral/resistant) |
| --- | --- | --- | --- | --- |
| | | | | |

## 2. Stakeholder Decision Rights

- Which stakeholders have approval authority versus input-only authority, and over which decisions.
- Where decision rights are shared or unclear, note it here explicitly rather than leaving it implicit.

## 3. Engagement Strategy

| Stakeholder / group | Engagement approach | Frequency | Owner |
| --- | --- | --- | --- |
| | | | |

Match engagement intensity to influence and support level — a high-influence, resistant stakeholder needs a different approach than a low-influence, supportive one.

## 4. Communication Plan

| Audience | Message/topic | Channel | Frequency | Owner |
| --- | --- | --- | --- | --- |
| Executive sponsor(s) | | | | |
| Business unit leaders | | | | |
| Affected employees/occupants | | | | |
| Facilities/operations | | | | |

## 5. Business Readiness Impacts

- What each major stakeholder group needs to be "ready" for occupancy, cutover, or go-live.
- Dependencies where stakeholder readiness could affect the project schedule.

## 6. Stakeholder Concern Log

| Date | Stakeholder | Concern | Response/resolution | Status |
| --- | --- | --- | --- | --- |
| | | | | |

## 7. Decision and Escalation Process

- Standard path for resolving stakeholder disagreements or unclear requirements.
- Escalation trigger and who escalation goes to if not resolved within an agreed timeframe.

## 8. Change Impact Communication

- Process for communicating scope, schedule, or budget changes to affected stakeholders.
- Who signs off on stakeholder-facing change communication before it goes out.

## 9. Review Cadence and Closeout

- How often this plan is reviewed and updated (recommend aligning with steering committee cadence).
- Closeout step: capture which engagement approaches worked, for the project's lessons learned session.

## Using This Template

Complete Section 1 first and revisit it at each major project phase — stakeholder influence and support commonly shift between design, construction, and turnover, and a map built once at kickoff goes stale fast.