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To increase your chances of identifying all appropriate people, develop your stakeholder register in categories. You’re less likely to overlook people when you consider them department by department or group by group instead of trying to identify everyone from the organization individually at the same time.

Start your stakeholder register by developing a hierarchical grouping of categories that covers the universe of people who may be affected by, be needed to support, or be interested in your project. We often start with the following groups:

 Internal: People and groups inside your organization:Executive leadership: Typically C-level or VP-level management responsible for the general oversight of all organization operationsRequesters: The person who came up with the idea for your project and all the people through whom the request passed before you received itProject manager: The person with overall responsibility for successfully completing the projectEnd users: People who will use the goods or services the project will produceTeam members: People assigned to the project whose work the project manager directsUNDERSTANDING THE STAKEHOLDER REGISTER’S TRUE PURPOSEA number of years ago, we heard the story of a woman who had attended a very reputable project management training session and began to put her newfound learnings into practice. She was using several of the techniques discussed in the course and found them to be very helpful. However, after making a serious attempt to create a stakeholder register, she found this tool to be impractical and of little value.Her manager had assigned a project that she had to finish in two months. She immediately developed a stakeholder register, but, much to her horror, the register included more than 150 names! How, she wondered, was she supposed to involve more than 150 people in a two-month project? She concluded that the stakeholder register clearly was of no help.In fact, her stakeholder register had served its purpose perfectly. Identifying the people at the outset who would affect the success of her project gave her three options:She could plan how and when to involve each person during the project.She could assess the potential consequences of not involving one or more of her stakeholders.She could discuss extending the project deadline or reducing its scope with her manager if she felt she couldn’t ignore any of the stakeholders.The stakeholder register itself doesn’t decide whom you should involve in your project. Instead, it specifies those people who may affect the success of your project so you can weigh the benefits and the costs of including or omitting them.Groups normally involved: Groups typically involved in most projects in the organization, such as the human resources, finance, contracts, and legal departmentsGroups needed just for this project: Groups or people with special knowledge related to this project

 External: People and groups outside your organization:Clients or customers: People or groups that buy or use your organization’s products or servicesCollaborators: Groups or organizations with whom you may pursue joint ventures related to your projectVendors, suppliers, and contractors: Organizations that provide personnel, raw materials, equipment, or other resources required to perform your project’s workRegulators: Government agencies that establish regulations and guidelines that govern some aspect of your project workProfessional societies: Groups of professionals that may influence or be interested in your projectThe public: The local, national, and international community of people who may be affected by or interested in your project

Continue to subdivide these categories further until you arrive at job titles (or position descriptions) and the names of the people who occupy them. (The process of systematically separating a whole into its component parts is called decomposition, which you can read about in Chapter 6.)