This stakeholder analysis template keeps each group beside the reason for its placement and the conversation needed next. Use the fictional library example to prepare your own analysis before sending project updates.
Start with the people affected by the change
The example changes how a library's shared meeting room is booked. Its five groups and assessments are fictional planning assumptions. Influence means the ability to affect this project's decisions. Interest means how much the change matters to a group's work or use of the room.
| Group | Influence / interest | Why it is placed there | Next conversation |
|---|---|---|---|
| Facilities team | High / High | Controls room access and needs a workable staffing plan. | Review opening and closing responsibilities before proposing hours. |
| Project sponsor | High / Low | Can approve the limited project spend; the booking change has a limited effect on the sponsor's day-to-day work. | Confirm the budget boundary and exceptions needing a decision. |
| Regular room users | Low / High | Rely on the room and have no assigned budget authority in this example. | Ask how the change affects their usual sessions. |
| Neighboring program team | Low / Low | Uses the room occasionally and has no assigned authority over this change. | Check for planned sessions before treating the impact as small. |
| Volunteer hosts | Unknown / High | Run sessions; their authority to change booking steps is unconfirmed. | Ask who can agree to a change in the host handoff. |
The first four groups fit the four influence-interest areas. Volunteer hosts stay outside them until their influence is understood. The question beside that entry makes the unfinished assessment useful.
Give every placement a reason
The stakeholder analysis guidance connects identifying affected people, mapping influence and interest, understanding needs, and planning involvement. Apply those steps to the decision in front of you.
Write "can approve the room-access budget" rather than "senior role." The first explains how someone can affect this project. For interest, record what the group has said about its involvement or how the change affects its work.
In the fictional record, budget authority supports High influence. The booking change is assumed to have a limited effect on the sponsor's day-to-day work, which supports Low interest for this exercise. Change the supplied interest value from Low to High to see the sponsor move into High influence / High interest. Then read the reason again: does it still explain the assessment you intend to use? Revise your real analysis after confirming what changed.
Turn the map into conversations
Ask Facilities about staffing responsibilities, the sponsor about budget boundaries, and regular users about their sessions. Low formal influence still leaves users with experience the project needs to hear.
Confirm how each group wants to participate before setting an update schedule. Once you have those answers, put the agreed audience, purpose, owner, channel, and timing into the project's communication plan. Revisit the map if the proposed change expands into another decision.
Make a page for your project
Copy the prompt with your groups and the evidence you already have. Leave a dimension Unknown when you still need to ask someone.
Create one complete, self-contained US-English HTML stakeholder analysis page.
Project, proposed change, and decision under discussion: [FILL IN]
Who prepares the analysis and when it will be reviewed: [FILL IN]
My influence and interest definitions: [PASTE]
My stakeholder groups: [ID | group | influence High/Low/Unknown | interest High/Low/Unknown | evidence or stated assumption | next question]
Confirmed involvement preferences, if any: [PASTE, or NOT SUPPLIED]
Use only my supplied information for my project. Do not infer influence, interest, motives, preferred channels, approval, or consent from a person's title. Keep an assessment Unknown when its basis is missing.
Also include this separate original Fictional library example. The change is how a library shared meeting room is booked. Influence means ability to affect this project's decisions; interest means how much the change matters to the group's work or use of the room.
S1 | Facilities team | High | High | Controls room access and needs a workable staffing plan. | Review opening and closing responsibilities before proposing hours.
S2 | Project sponsor | High | Low | Can approve the limited project spend; the booking change has a limited effect on the sponsor's day-to-day work. | Confirm the budget boundary and which exceptions require a decision.
S3 | Regular room users | Low | High | Rely on the room but have no assigned budget authority in this example. | Ask how the proposed booking change affects their usual sessions.
S4 | Neighboring program team | Low | Low | Uses the room only occasionally and has no assigned authority over this change. | Check for planned sessions before treating the impact as small.
S5 | Volunteer hosts | Unknown | High | Run sessions; their authority to change booking steps is unconfirmed. | Ask who can agree to a change in the host handoff.
Label all fictional assessments as supplied planning assumptions. Show four clearly named influence-interest areas and a separate Unassessed area. Keep a group in Unassessed if either dimension is Unknown. Never coerce Unknown to Low. Do not rank human importance or treat a quadrant as proof of willingness or agreement.
Keep stable group IDs, the basis for each assessment, and the next question visible in an accompanying list. Provide labeled High/Low/Unknown controls for the two assessments. A change must immediately move that same group to the appropriate area without changing its evidence or inventing an answer to the question. Restore example returns the five supplied rows. An assessment change does not record a real conversation or decision. No sending, reminders, data collection, or approval controls.
Make the map and its explanation readable at 720px. At 360px, stack the same named areas with their group labels rather than shrinking the map. Use at least 16px body text, semantic headings, written labels in addition to color, keyboard-accessible native controls, and visible focus. Use inline CSS and JavaScript, no external assets, no network, no storage. State that changes in the open example are temporary. Return the complete HTML document.
Share the reasoning while it can still change
Put the HTML in your NOS workspace and ask a colleague who else the room change affects. Give them the map and its reasons together.
If the project description leaves out weekend sessions, correct that static description in visual editing mode and save it. Your colleague can reopen the existing link to read the correction. Use the review to identify additional users, then speak with them before settling the booking plan.