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Translation

Chinese

Stakeholder Summary

Stakeholder 摘要

A stakeholder summary documents the people and groups who have interest in or influence over a project, capturing their needs, concerns, and relationships. Effective stakeholder management often determines project success more than technical execution, making this document essential for navigating organizational complexity.

Stakeholder摘要记录了对项目感兴趣或有影响力的个人和团体，捕捉他们的需求、关注点和关系。有效的Stakeholder管理往往比技术执行更能决定项目的成败，因此这份文档对于应对组织复杂性至关重要。

When to Use

使用场景

At the start of a new project or initiative to map the landscape
When taking over an existing project from another PM
Before major decision points that require cross-functional buy-in
When experiencing resistance or misalignment mid-project
During organizational changes that shift stakeholder dynamics
When preparing communication strategies for launches or changes

在新项目或计划启动时，用于梳理相关方格局
从其他项目经理手中接管现有项目时
在需要跨职能支持的重大决策节点之前
项目中期遇到阻力或目标不一致时
组织架构变更导致相关方动态变化时
为发布或变更制定沟通策略时

Instructions

操作步骤

When asked to create a stakeholder summary, follow these steps:

Identify All Stakeholders List everyone with a stake in the project: sponsors, approvers, contributors, consumers of the output, and those affected by changes. Cast a wide net initially.you can prioritize later. Include both individuals and groups.
Assess Influence and Interest For each stakeholder, evaluate their influence (power to affect the project) and interest (how much they care about outcomes). This determines how much attention each requires.
Understand Their Perspective Document what each stakeholder needs from the project, what concerns or risks they perceive, and what a successful outcome looks like to them. When possible, validate these directly through conversation.
Map Relationships Identify key dependencies, alliances, and potential conflicts between stakeholders. Understanding who influences whom helps you navigate organizational dynamics.
Categorize by Engagement Level Based on influence and interest, determine the appropriate engagement approach: actively manage, keep satisfied, keep informed, or monitor. Different stakeholders need different levels of attention.
Plan Communication For high-priority stakeholders, define communication cadence, preferred channels, and key messages. Good stakeholder management is proactive, not reactive.
Identify Risks and Mitigations Note where stakeholder concerns could derail the project and plan how to address them. Early attention to resistant stakeholders prevents surprises.

当需要创建Stakeholder摘要时，请遵循以下步骤：

识别所有Stakeholder 列出所有与项目相关的人员：发起人、审批人、贡献者、产出使用者，以及受变更影响的人员。最初范围要广，后续可再优先排序。需涵盖个人和团体。
评估影响力与关注度 针对每个Stakeholder，评估他们的影响力（影响项目的权力）和关注度（对项目结果的在意程度）。这将决定每个Stakeholder需要获得多少关注。
理解他们的视角 记录每个Stakeholder对项目的需求、他们察觉到的顾虑或风险，以及他们眼中的成功成果是什么。尽可能通过直接沟通来验证这些信息。
梳理关系网络 识别Stakeholder之间的关键依赖、联盟和潜在冲突。了解谁能影响谁，有助于你应对组织动态。
按参与程度分类 根据影响力和关注度，确定合适的参与方式：积极管理、保持满意、保持告知或仅监控。不同的Stakeholder需要不同程度的关注。
规划沟通方案 针对高优先级Stakeholder，明确沟通频率、偏好渠道和关键信息。良好的Stakeholder管理是主动的，而非被动应对。
识别风险与缓解措施 记录哪些Stakeholder的顾虑可能导致项目受阻，并规划应对方案。尽早关注持反对态度的Stakeholder，避免意外状况。

Output Format

输出格式

Use the template in

references/TEMPLATE.md

to structure the output.

使用

references/TEMPLATE.md

中的模板来构建输出内容。

Quality Checklist

质量检查清单

Before finalizing, verify:

All significant stakeholders are identified (not just obvious ones)
Influence and interest assessments are realistic, not wishful
Concerns are documented from stakeholder's perspective, not dismissed
Relationships and dependencies are mapped
Communication plan is specific and actionable
Resistant stakeholders have mitigation strategies

定稿前，请验证以下内容：

已识别所有重要的Stakeholder（不仅是显而易见的）
影响力和关注度评估符合实际，而非主观期望
顾虑是从Stakeholder的视角记录的，未被忽视
已梳理关系和依赖
沟通方案具体且可执行
针对持反对态度的Stakeholder制定了缓解策略

See

references/EXAMPLE.md

for a completed example.

可查看

references/EXAMPLE.md

中的完整示例。

discover-stakeholder-summary