stakeholder-map
by phurynstakeholder-map helps you build a Power × Interest stakeholder map and a practical communication plan for launches, change programs, and cross-functional projects. It identifies who to manage closely, keep satisfied, keep informed, or monitor, making stakeholder engagement clearer and more actionable.
This skill scores 71/100, which means it is worth listing for users who want a ready-made stakeholder mapping workflow, but they should expect a somewhat lightweight package with limited surrounding tooling. The repository gives enough concrete instruction to be installable and actionable, though it is not deeply supported by scripts, references, or extra guidance.
- Clear trigger and use cases: the description says when to use it for launches, cross-functional alignment, and stakeholder engagement.
- Operational workflow is explicit: it walks the agent through identifying stakeholders, scoring power/interest, and placing them in a communication grid.
- Includes a practical output goal: it asks for tailored communication strategies and a communication plan, which adds real agent leverage beyond generic brainstorming.
- Thin repository support: there are no scripts, references, resources, or install command, so adoption depends almost entirely on the SKILL.md instructions.
- Limited progressive disclosure: the file appears to rely on a single narrative workflow with few constraints or edge-case rules, which may leave some execution ambiguity.
Overview of stakeholder-map skill
stakeholder-map is a practical planning skill for turning a messy project into a clear Power × Interest stakeholder map and communication plan. Use the stakeholder-map skill when you need to decide who should be informed, consulted, managed closely, or only monitored during a launch, change program, cross-functional rollout, or stakeholder-heavy project.
What stakeholder-map is for
The real job-to-be-done is not just naming stakeholders; it is reducing coordination risk. This skill helps you spot decision-makers, blockers, influencers, and downstream users early so you can set the right cadence, tone, and channel for each group.
Who gets the most value
It is a strong fit for project managers, product leads, program managers, PMO teams, and anyone preparing stakeholder engagement for a complex initiative. It is especially useful for stakeholder-map for Project Management when the project spans multiple functions and you need an audit-friendly communication plan, not just a brainstormed list.
Why this skill stands out
The stakeholder-map skill is lightweight but decision-oriented: it centers the grid, then turns the map into action by linking each quadrant to a communication strategy. That makes it more useful than a generic prompt when you need a repeatable workflow with less guesswork about who to engage and how.
How to Use stakeholder-map skill
Install and locate the skill
Use the stakeholder-map install flow from your skills manager, then open the skill file first. In this repo, the main entry point is pm-execution/skills/stakeholder-map/SKILL.md, and there are no supporting scripts or reference folders to chase down.
Give the skill usable project context
The stakeholder-map usage works best when you provide a short project brief, goals, timeline, org chart, known risks, and any named stakeholders. If you only say “make a stakeholder map,” the output will be generic; if you include the initiative scope, geography, dependency areas, and decision owners, the map becomes materially better.
Turn a rough request into a better prompt
A strong prompt should tell the skill what is changing, who is affected, and what kind of output you want. For example: “Build a stakeholder-map for our Q3 CRM migration. Include executives, sales ops, support, security, and regional managers. I need a power/interest grid and a communication plan with update frequency, owner, and channel.”
Use the workflow in the right order
Start by feeding in source material, then ask for stakeholder identification, quadrant placement, and the communication plan in one pass. If you already know the audience mix, ask it to prioritize external partners, executive sponsors, and operational teams separately so the plan does not blur high-power and high-interest groups together.
stakeholder-map skill FAQ
Is stakeholder-map only for Project Management?
No. The stakeholder-map skill is most visible in Project Management, but it also fits product launches, process changes, internal comms planning, and cross-functional operating changes. If the work has multiple stakeholders with different incentives, it can help.
Do I need perfect source data to use it?
No, but better inputs improve the result. If you have org charts, project briefs, or team rosters, provide them; if not, give a concise description of the initiative, likely impacted teams, and known decision-makers so the skill can infer the rest.
How is this different from a generic prompt?
A generic prompt often stops at a list of stakeholders. stakeholder-map pushes toward a usable deliverable: a Power × Interest grid plus communication actions by quadrant. That is the difference between a brainstorm and something you can actually use to run stakeholder engagement.
When should I not use stakeholder-map?
Skip it if the task is too small to justify stakeholder segmentation, or if you only need a simple status note for one audience. It is also a poor fit when you have no project context at all and cannot identify who is likely to be affected.
How to Improve stakeholder-map skill
Give sharper inputs, not just more text
The biggest quality gain comes from naming the project scope, the decision points, and the people or functions already involved. Add things like launch date, compliance sensitivity, dependencies, and known resistance points; those details help the stakeholder-map skill place people in the right quadrant instead of guessing.
Ask for the output format you can use
Tell it whether you need a table, a narrative plan, or both. For example, ask for stakeholder name, power, interest, likely concerns, recommended cadence, and owner. That makes the result easier to paste into a deck, tracker, or working document without rewriting.
Iterate on the weak spots
If the first pass feels too broad, ask for a second version that separates internal from external stakeholders, or that expands only the high-power groups. If the communication plan is too generic, request channel-level specificity such as 1:1s, steering updates, demos, or email summaries, then refine the cadence based on your project’s operating rhythm.