The PM's Guide to Stakeholder Communication Plans
Every project manager knows the feeling: you’re halfway through a project and realize that half your stakeholders feel out of the loop while the other half are drowning in updates they don’t need. A communication plan fixes this before it starts.
The goal isn’t more communication — it’s the right communication, to the right people, at the right time.
Start with Stakeholder Identification
Before you plan what to say, figure out who needs to hear it. List every person or group who has a stake in the project outcome. This includes the obvious ones — sponsors, team leads, end users — and the less obvious ones like compliance, procurement, and the help desk team who’ll field questions after launch.
For each stakeholder, note two things:
- Influence level — Can they change scope, budget, or timelines?
- Impact level — How much does the project outcome affect their daily work?
This gives you a simple 2x2 grid:
- High influence, high impact → Engage closely, frequent updates
- High influence, low impact → Keep satisfied, periodic briefings
- Low influence, high impact → Keep informed, regular communication
- Low influence, low impact → Monitor, minimal updates
Don’t skip this step. It’s the foundation everything else is built on.
Map Communication Needs
Each quadrant has different needs. The executive sponsor doesn’t want the same update as the QA team. Map out:
- What they need to know (status, risks, decisions, impacts)
- How often they need it (weekly, biweekly, milestone-based, ad hoc)
- What format works for them (email summary, dashboard, meeting, Teams message)
- Who delivers it (PM, workstream lead, change manager)
Ask stakeholders directly how they prefer to receive updates. A 2-minute conversation prevents months of misaligned communication. Some executives only read dashboards. Some only read email. Find out early.
Build the Communication Matrix
Put it all together in a simple table. This becomes your operating document — reference it weekly to make sure nothing falls through the cracks.
| Stakeholder | Info Needed | Frequency | Format | Owner |
|---|---|---|---|---|
| Executive Sponsor | Status, risks, escalations | Biweekly | 1:1 meeting + email summary | PM |
| Steering Committee | Milestones, budget, decisions | Monthly | Slide deck + meeting | PM |
| Project Team | Tasks, blockers, sprint goals | Weekly | Stand-up + Teams channel | Scrum Lead |
| End Users | Timeline, training schedule, changes | Milestone-based | Email newsletter | Change Manager |
| Help Desk | Known issues, go-live plan, FAQs | Pre-launch + post-launch | Knowledge base + briefing | PM |
The format matters less than the consistency. Pick something and stick with it.
Common Mistakes to Avoid
Over-communicating to executives. If your sponsor is getting a 3-page email every week, they’ll stop reading after week two. Give them a 5-line summary with a red/amber/green status and a clear ask if you need something.
Under-communicating to end users. The people most affected by the project are often the last to hear about it. Start early, even if the message is just “a change is coming and here’s the timeline.”
Treating the plan as static. Stakeholder needs change as the project progresses. Review and adjust the matrix at each phase gate or major milestone.
Forgetting informal channels. Not everything needs to be a formal deliverable. A quick Teams message to a nervous stakeholder can do more than a polished report.
Make It Stick
A communication plan only works if you actually use it. Block 30 minutes each Monday to review the matrix and prep the week’s communications. Delegate where you can — not every update needs to come from the PM.
The best communication plans feel invisible. Stakeholders get what they need without having to ask, and you spend less time in reactive mode answering “what’s the status?” emails.
That’s the goal: fewer surprises, less noise, and a project team that can focus on delivery instead of damage control.