Completing the Stakeholder List using Process Analysis

Completing the Stakeholder List using Process Analysis
Completing the Stakeholder List using Process Analysis

Completing a stakeholder list using process analysis involves tracing the end-to-end lifecycle of a process to identify every individual, team, or organization that interacts with, influences, or is impacted by it. This ensures no hidden users, bottlenecks, or approvers are missed.

A four-step approach will ensure your list is thorough and actionable:

1. Map the Process Flow

Create a step-by-step flowchart of the current or future process. Break it down into key phases: Inputs, Activities, Outputs, and Outcomes. This visual map acts as a blueprint to spot every touchpoint where someone is involved.

2. Identify Stakeholders at Each Touchpoint

Go through each phase of your process map and ask the following dependency questions to pinpoint roles:

  • Input Stage: Who supplies the data, materials, or funding? (e.g., vendors, regulators, finance departments)
  • Activity Stage: Who performs the work or oversees it? (e.g., project teams, department managers, QA testers)
  • Output Stage: Who receives the final deliverable? (e.g., end-users, clients, customers)
  • Outcome Stage: Who is affected by the long-term results? (e.g., the community, executives, maintenance teams)

3. Classify and Prioritize

Once your comprehensive list is built, categorize stakeholders using the Power/Interest Matrix. This helps allocate your engagement efforts efficiently:

  • High Power, High Interest: Manage closely and collaborate heavily (e.g., Project Sponsors, Product Owners).
  • High Power, Low Interest: Keep satisfied but do not over-communicate (e.g., Regulators, Steering Committees).
  • Low Power, High Interest: Keep informed and consult regularly (e.g., End-users, Support Staff).
  • Low Power, Low Interest: Monitor with minimal effort (e.g., Peripheral departments).

4. Document and Review

Log all identified stakeholders in a Stakeholder Register. Key details to capture include:

  • Stake / Impact: How the process affects them (or vice-versa).
  • Expectations: What they need from the process.
  • Engagement Strategy: How and how often you will communicate with them.

Completing the Stakeholder List using Process Analysis

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Author: Mark Whitfield

Welcome to my site! After graduating in Computing in 1990, I accepted a position as a programmer at a Runcorn based software house specialising in electronic banking software, namely sp/ARCHITECT-BANK on Tandem Computers (now HPE NonStop). This was before the internet became more prevalent and so the notion of enabling desktop access to company accounts for inter-account transfers and book keeping was still quite a cutting edge idea (and smartphones only ever hinted at in Space 1999). The company was called The Software Partnership (which was taken over by Deluxe Data in 1994). I spent 5 years in Runcorn developing code for SP/ARCHITECT for various banks like TSB, Bank of Scotland, Rabobank and Girofon (Denmark) to name but a few. I then moved onto a software house in Salford Quays for further bank facing projects. After a further 23 years in the IT industry and now a Senior IT Project Manager (both Agile and Waterfall delivery), I thought I would echo out my Career Profile in this corner of the internet for quick and easy access.

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