Peer Review

Stakeholder Management for

the Learning Innovations team of the

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Table of Contents Table of Contents............................................................................................................2

Introduction - Setting the Stage...............................................................................3 Project flow:.................................................................................................4 Best Practices: Tailoring for Project Needs............................................................6

Welcome to the stakeholder mindset......................................................................7 Who are stakeholders?............................................................................... 7

Stakeholder Identification and Analysis Process.........................................................7 What is a RACI Chart?...........................................................................................9

Best Practices in Communication..............................................................................12 Project Communication Types & Methods........................................................... 12 Using Process Mapping as a Communication Tool..............................................13

Leadership in Stakeholder Management............................................................................... 16 Being the leader........................................................................................ 18 Leading up................................................................................................ 19

Templates, Learning Resources, and Tools.............................................................. 19 ● Stakeholder Identification and Analysis............................................................ 19 ● Communication................................................................................................. 19 ● Leadership Styles............................................................................................. 19 ● Project Management Software..........................................................................19 ● LE Stakeholder Groups.....................................................................................20 References...........................................................................................................22

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Introduction - Setting the Stage You manage projects; you are a project manager.

Don't go into this process guide discounting your skills or importance!

12 PMI Principles to Remember!

1. Be a diligent, respectful, and caring steward → Always act responsibly and treat people and resources with care and respect. Do what’s right, not just what’s easy.

2. Create a collaborative project team environment → Work together as a team, share ideas openly, and make sure everyone feels included and valued.

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3. Effectively engage with stakeholders → Communicate clearly and regularly with everyone involved—clients, sponsors, team members—so their needs and feedback are understood.

4. Focus on value → Always keep the end goal in mind—make sure your work delivers real benefits and worth to the organization or customer.

5. Recognize, evaluate, and respond to system interactions → Understand how different parts of the project or organization affect each other, and adjust when one change impacts another.

6. Demonstrate leadership behaviors → Lead by example—be proactive, accountable, and supportive of others, regardless of your title.

7. Tailor based on context → Don’t apply one-size-fits-all solutions—adjust your approach based on the project’s size, complexity, and environment.

8. Build quality into processes and deliverables → Make quality a part of everything you do from the start, rather than trying to fix problems later.

9. Navigate complexity → Handle complicated situations by staying organized, analyzing issues carefully, and simplifying when possible.

10. Optimize risk responses → Identify potential problems early, prepare for them, and take smart actions to reduce their impact.

11. Embrace adaptability and resiliency → Be ready to adjust to change and bounce back quickly when challenges arise.

12. Enable change to achieve the envisioned future state → Support and guide change efforts so that the project or organization can reach its long-term goals.

-(PMBOK 7th Edition; p. 50)

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Project flow

Initiation -> planning -> execution -> monitoring -> closing

Official definition of Project Management:

“Project management. The application of knowledge, skills, tools, and techniques to project activities to meet project requirements. Project management refers to guiding the project work to deliver the intended outcomes. Project teams can achieve the outcomes using a broad range of approaches (e.g., predictive, hybrid, and adaptive).”

- (PMBOK 7th Edition)

➔ Think: It has a definitive beginning and an end, with a clear goal in mind.

The traditional method….Predictive/waterfall project life cycle:

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Seen with tech and course development projects:

Read more about agile project design in this Lucid Blog post.

Takeaway

Projects can be traditional/predictive, agile/iterative, or a combination of both. Determining project requirements depends on how much of the project needs planning in advance versus how much needs designing and updating throughout the process.

Best Practices: Tailoring for Project Needs

Tailoring is the process of customizing your project management approach to better fit the specific characteristics of a project. Since no two projects are exactly alike, project managers must adjust or “tailor” the way they plan, execute, and manage work to suit each project’s:

● Goals

● Environment

● Stakeholders

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● Organizational context

This means selecting and adapting tools, processes, and governance methods to optimize outcomes, rather than following a “one-size-fits-all” approach.

Tailoring helps:

● Address stakeholder needs

● Fit the project into organizational culture and strategy

● Improve efficiency

● Boost team buy-in

- (Process Groups a Practice Guide, pp. 25-26)

Tailoring the information provided in this guide is a must!

Welcome to the stakeholder mindset Who are stakeholders?

Some helpful definitions to get started Stakeholder. An individual, group, or organization that may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project, program, or portfolio.

Stakeholder Analysis. A method of systematically gathering and analyzing quantitative and qualitative information to determine whose interests should be taken into account throughout the project.

Stakeholder Engagement Assessment Matrix. A matrix that compares current and desired stakeholder engagement levels.

Stakeholder Engagement Plan. A component of the project management plan that identifies the strategies and actions required to promote productive involvement of stakeholders in project or program decision making and execution.

Stakeholder Performance Domain. The performance domain that addresses activities and functions associated with stakeholders.

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Stakeholder Register. A project document that includes information about project stakeholders including an assessment and classification of project stakeholders.

- (PMBOK 7th Edition, p. 250)

Templates and Tools Resource: Use this quick link to access a pre-generated Learning Innovations stakeholder list!

Stakeholder Identification and Analysis Process 1. Purpose

Effective stakeholder management and engagement begin with identifying who the stakeholders are. This step forms the foundation of all engagement activities, much like the headwaters of a river; it sets the direction and flow for all subsequent stakeholder efforts.

- (PMBOK 7th Edition, p. 10)

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2. Identify Stakeholders

Begin this task by creating a comprehensive list of individuals, groups, and organizations that may be influenced by or have an impact on the project.

For each stakeholder, capture key data points which could include but are not limited to:

● Their relationship to the project or organization

● Their perceived level of support or resistance

● Their roles and responsibilities in the project

● The value or benefit they expect from the project

- (Adapted from Landin & Landin, 2018; Griffin & Otter, 2014; PMI, 2021)

These details provide a foundation for understanding stakeholder dynamics and for prioritizing engagement strategies.

3. Analyze and Prioritize Stakeholders

Once stakeholders are identified, use structured methods to analyze and prioritize them. Several tools and techniques are available to guide this process:

a. Power/Interest Grid

A common tool, the power/interest grid, helps project leaders assess stakeholders based on:

● Their level of influence (power) over the project

● Their level of interest in project outcomes

This analysis helps determine the level of attention and engagement each stakeholder requires. - (PMI, 2023)

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b. Stakeholder Engagement Assessment Matrix

This tool maps each stakeholder’s current engagement level (e.g., unaware, resistant, neutral, supportive, or leading) and identifies the desired engagement level needed for project success.

A power tool: RACI charts (and variants of)

What is a RACI Chart?

A RACI chart (also known as a Responsibility Assignment Matrix) helps define who is responsible for what on a project. It assigns clear roles for each task, milestone, or deliverable so everyone knows their part and confusion is reduced.

An example RACI:

Task / Deliverable Responsible (R) Accountable (A) Consulted (C) Informed (I)

Develop online course content

Instructional Designer

Project Manager Subject Matter Expert

Department Leadership

Review and approve course

Subject Matter Expert

Academic Director

Instructional Designer

Marketing Team

Launch course in platform

LMS Administrator Project Manager IT Support Learners, Faculty

Report on learner analytics

Data Analyst Project Manager Instructional Designer

Sponsors, Leadership

RACI stands for:

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R -> Responsible

The person who does the work.

● Only one person should be Responsible for each task.

● This person takes action, makes progress, and reports updates.

● If more people are involved, list them under other RACI roles.

A -> Accountable

The person who owns the outcome.

● Ensures the work is completed correctly and on time.

● May be a project manager or a leader who approves the final result.

● Like “Responsible,” there should only be one Accountable per task.

C -> Consulted

People who provide input or expertise.

● They review or advise before work is finalized.

● There can be multiple Consulted stakeholders.

I -> Informed

People who need updates but aren’t directly involved.

● They’re kept in the loop on progress and completion.

● They do not take action or review the work.

No need to start from scratch! A RACI template is available here for duplication and use.

If you want to take a deeper dive into RACI, check out this Asana article!

c. Relationship or Network Mapping 🕸

Some projects benefit from analyzing the political and relational landscape rather than formal hierarchies.

Approaches may include:

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● Mapping influence lines from junior to senior stakeholders

● Focusing on dyadic relationships (the direct relationship between each stakeholder and the project)

● Using systemic constellation methods to visualize stakeholder interactions and influence networks - (Miller & Oliver, 2015; Eskerod & Huemann, 2014)

A representative map/web/constellation image here would nice

Takeaway

Regardless of which tools are used, stakeholder analysis helps project teams:

● Understand stakeholder influence and expectations

● Plan the appropriate level of engagement for each stakeholder

● Create a coordinated and consistent engagement approach

By systematically identifying and analyzing stakeholders, project leaders lay the groundwork for effective communication, stronger collaboration, and more predictable project outcomes.

This doesn’t just happen at the beginning of the project! Stakeholder analysis must be conducted periodically, as roles in the project ebb and flow.

Best Practices in Communication

Project Communication Types & Methods

1. Communication Types

Type Formal Examples Informal Examples

🗨 Verbal ● Presentations ● Project reviews ● Briefings

● Conversations ● Ad hoc discussions

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● Product demos ● Brainstorming

📝 Written ● Progress reports ● Project documents ● Business cases

● Brief notes ● Emails ● Text/IM ● Social media posts

2. Communication Methods

Method Description When to Use Examples

💬 Interactive

Real-time, two-way communication that allows discussion and clarification.

Use for decision-making, problem-solving, and collaboration.

● Meetings ● Workshops ● Video calls ● Chat discussions

📤 Push Information is sent to stakeholders in the form of one-way updates.

Use when you need to inform, but not discuss immediately.

● Emails ● Memos ● Reports ● Status updates ● Newsletters

📥 Pull Information available for stakeholders to access when needed.

Use for reference materials, templates, or non-urgent info.

● Shared drives ● Intranet ● Dashboards ● Online repositories

Quick Reference Definitions

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Formal communication → Structured, documented, and often part of official reporting. Informal communication → Casual, spontaneous, supports collaboration and quick updates.

Interactive → For discussions and decisions Push → For announcements or one-way updates Pull → For self-service information access

- (PMBOK 7th Edition, p. 13)

Using Process Mapping as a Communication Tool

1. What is Process Mapping?

Process mapping (also called workflow mapping or flowcharting) is a visual method for showing how a project’s work flows, from start to finish, and where key decisions happen along the way.

These maps make complex processes easy to see and understand. They often include:

● Steps in the project workflow

● Decision points or approvals

● Stakeholder roles and handoffs

● Inputs, outputs, and feedback loops

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- (Sources: Canva, 2025; Project Management Institute, 2023)

2. Why It Matters for Stakeholder Communication

They:

● Help stakeholders visualize the project’s flow and their role in it

● Promote transparency by showing how activities connect in the value chain

● Make it easier to identify where leadership support or intervention may be needed

● Encourage shared understanding and alignment across teams

3. How to Use Process Maps with Stakeholders

Step Purpose Stakeholder Benefit

Co-create the map Involve stakeholders in building the workflow.

Builds buy-in and ownership of the process.

Review together Walk through the map during meetings.

Clarifies expectations and dependencies.

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Use as a reference Share the map as a visual guide during project execution.

Keeps everyone aligned on process steps and responsibilities.

Update as needed Revise when the scope or roles change.

Demonstrates transparency and continuous improvement.

- (Adapted from Reijers & van der Aalst, 2005)

Takeaway

A clear process map facilitates planning and effective communication. It clarifies roles and responsibilities, making them more understandable and encouraging teamwork. This way, everyone can see how their tasks contribute to the project's success.

● Different Needs

○ People involved in the project will care about different things. Some may need detailed information, while others just need high-level updates.

● Better Relationships

○ When you give people the information they care about, they feel valued and are more likely to support your project.

● Saving Time

○ Instead of overwhelming people with unnecessary details, you focus on what matters to them, saving time for everyone.

● Avoiding Problems

○ Clear communication helps you deal with any issues early and avoid misunderstandings.

Leadership in Stakeholder Management 1. Purpose of Leadership in Stakeholder Management

Effective stakeholder management depends on strong, people-focused leadership.

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Additionally, a Stakeholder Management Plan helps project leaders decide how and when to use leadership methods. This builds trust, influences outcomes, and keeps people engaged throughout the project.

2. Leadership Styles and Their Relevance

Project leaders can draw from a variety of leadership styles, which include laissez-faire, transactional, servant, transformational, charismatic, and interactional approaches.

- (PMI, 2023)

Each style differs in tone and technique but they share a common goal:

➔ Fostering collaboration and focusing on people.

📹Learn more about each leadership style mentioned above with this informative video by David McLachlan

A successful project leader:

➔ Builds relationships grounded in respect and transparency

➔ Demonstrates empathy and clear communication

➔ Adapts leadership approach to the stakeholder’s context and needs

➔ Provides value by aligning project goals with stakeholder interests

3. Leading Through Influence

Being an influential leader is a process, not a position (Richardson, 2015). Influential project leaders:

➔ Understand stakeholder needs and motivations

➔ Inspire confidence through integrity and consistency

➔ Empower teams to perform effectively

➔ Stay objective in business and political environments

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This means being both strategic and approachable by guiding rather than commanding.

4. Essential Leadership Skills for Stakeholder Engagement

Effective project leaders blend technical knowledge with human-centered skills to manage diverse stakeholders.

Key competencies include:

Skill Area Description Impact on Stakeholders

Communication Clear, transparent, and audience-appropriate messaging.

Builds trust and reduces misunderstandings.

Strategic Vision Seeing the bigger picture and aligning goals across parties.

Helps stakeholders understand long-term value.

Interpersonal Skills Empathy, active listening, and emotional intelligence.

Strengthens collaboration and stakeholder loyalty.

Influence & Persuasion

Guiding opinions without authority. Gains buy-in even in bureaucratic or resistant settings.

Adaptability Adjusting leadership style to fit stakeholder and context.

Keeps engagement effective across diverse groups.

- (PMI, 2021; PMI, 2023; Müller & Turner, 2010)

5. Integrating Leadership with the Stakeholder Process

Leadership is not separate from stakeholder management; it is involved in every step of the project.

Project leaders should:

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➔ Use your leadership skills to identify and understand stakeholders and what drives them.

➔ Communicate effectively during engagement and planning.

➔ Be transparent and consistent during execution.

➔ Build trust and shared value by communicating regularly and providing feedback.

Takeaway

Leadership in stakeholder management is about guiding relationships, not just tasks.

A standardized stakeholder process, paired with adaptable leadership behaviors, builds trust, reduces conflict, and ensures project success.

Being the leader

● Leadership assessments

○ Inclusify Leadership Quiz

○ Mindtools Leadership Assessment Types Quiz

● Decision making & it's criticality for setting direction

● Continued situational awareness - culture building

● Dealing with challenging situations

Leading up

■ Speaking up

■ Creating influence

■ Being the conduit

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Templates, Learning Resources, and Tools

● Fundamentals

○ Video - Waterfall Project Management Explained | All You Need To Know

○ Learn about Agile with this Lucidchart article

● Stakeholder Identification and Analysis

○ RACI template for duplication and use

○ Asana article about RACI

○ Stakeholder mapping tasklist

● Communication

○ Video - Models of Communication

○ [Placeholder] - Process map template

○ [Placeholder] - Email tips & tricks

○ [Placeholder] - Meeting tips & tricks (Can pull Linkedin Learn)

● Leadership Styles

○ Leadership assessments

■ Inclusify Leadership Quiz

■ Mindtools Leadership Assessment Types Quiz

○ Video - Disney Leadership Styles! | From The Management Body of Knowledge

● Project Management Software

○ CRM - Hubspot

○ Asana

○ Google

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● LE Stakeholder Groups

Internal Stakeholders

These are individuals or groups within the Learning Enterprise who directly plan, execute, or support LE initiatives.

Stakeholder Justification

LE Leadership (Executive Vice President, Directors, Managers)

Set strategic vision and oversee the execution of LE projects, and are part of the LE structure.

LE Operational Teams (marketing, design, content, partnerships, learner support)

Execute day-to-day project activities and deliverables as a core member of the LE workforce.

Learning Innovation Project Teams Internal project collaborators work directly on LE initiatives and are part of LE’s project execution team.

Internal Project Managers and Coordinators

Responsible for project planning, tracking, and delivery.

LE Administrative and Technical Support Staff

Provide operational, HR, and IT support to LE initiatives, which are integral to internal processes.

External Stakeholders

These entities are outside the Learning Enterprise, but their participation, partnership, or oversight has a direct impact on LE’s operations or success.

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Stakeholder Justification

ASU Academic Units, Colleges, and Schools

Although part of ASU, they are external to LE’s organizational structure. They collaborate as partners, not subunits.

ASU Central Administration (Finance, Legal, IT, Marketing, etc.)

External to LE’s direct structure, but provides institutional services and oversight.

Faculty and Instructors not embedded within LE

Contribute expertise and instruction, but belong to academic units outside LE.

Learners (non-degree students, professionals, lifelong learners)

Recipients of LE services who are not part of LE operations.

Corporate and Industry Partners

External collaborators for workforce and continuing education programs.

K–12 Partners (districts, schools, education organizations)

External educational collaborators in access and pathway programs.

Government and Regulatory Agencies

Influence compliance and accreditation but external to ASU and LE.

Donors, Funders, and Philanthropic Partners

Provide financial support and expect results but are not part of LE operations.

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Technology and Platform Vendors

Supply infrastructure and tools under contracts, outside LE’s structure.

Community and Nonprofit Organizations

Partner on outreach and engagement but operate independently.

International Partner Institutions

Collaborate globally but remain separate organizations.

Alumni and Lifelong Learner Network

External advocates and beneficiaries of LE’s mission.

Media and Public Relations Outlets

Influence perception and communication, external to ASU and LE.

References

● PMBOK 7th Edition

● Process Groups: A Practice Guide

● Projectmanagement.com (image)

● Lucidchart (image and blogpost article)

● ChatGPT for PMBOK and Practice Guide text pulls and summarizations

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