make a presentation of the project plan to stakeholders

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• Project management |
• 5 steps to creating a stakeholder engag ...

5 steps to creating a stakeholder engagement plan (with template)

A stakeholder engagement plan (SEP) documents the involvement and influence of your project stakeholders. It also outlines how you plan to communicate with stakeholders. Read on to learn how a stakeholder engagement plan can help you manage your stakeholder relationships.

A stakeholder engagement plan template helps you outline who your stakeholders are, their influence and interest levels, and your communication strategy. Your team can use this template to meet stakeholder needs and prevent communication barriers from disrupting the project workflow . Read on to learn how a stakeholder engagement plan can help you manage your relationships with customers, investors, and executives.

What is a stakeholder engagement plan?

A stakeholder engagement plan (SEP) documents how involved and influential your project stakeholders are. It also outlines your stakeholder communication plan, including when you’ll reach out to each stakeholder, what platform you’ll use, and how much information you’ll deliver.

Stakeholders can either be individuals from within your team or external parties that are impacted by your work.

Internal stakeholders may include project managers , operations teams, department heads, and board members.

External stakeholders may include clients, customers, investors, suppliers, company partners, or shareholders .

Because communication with stakeholders begins right at the start of a project, you’ll create your engagement plan during the project planning phase. Once you have an idea for a project, identify who your stakeholders are and how involved they need (or want) to be. As the project progresses, you can adjust your SEP to meet their needs.

How to use a stakeholder engagement plan

A stakeholder engagement plan should not prompt your team to listen to some stakeholders while ignoring others. What it should do is guide you through the project planning process and help you communicate with those who desire it most. 

For some stakeholders, buy-in and education is key. For others, they’d rather passively access material on their own time. As you create your SEP, separate stakeholders into categories so you can communicate with them in the way that will be most beneficial based on their influence and interest levels. 

One benefit of an SEP is its collaborative nature. When you incorporate your SEP into work management software , your team can update the document as needed and assign ownership to different sections. This will also give you the freedom to share the plan between projects and people.

What to include in a stakeholder engagement plan

Stakeholder engagement plans differ based on what team and stakeholder priorities.

Key components of an SEP include:

Stakeholder name: Identify who your stakeholder is.

Interest level: Give stakeholders labels based on what level of interest or engagement they have in the project. See the five levels of stakeholder engagement below.

Influence level: Give stakeholders rating labels from very high to very low based on how much influence they have on the project. 

Communication frequency: Identify how often you’ll communicate with this stakeholder.

Communication channel approach: Identify what communication tool you’ll use to communicate with this stakeholder.

Information type: Identify the type of information you’ll deliver to this stakeholder when communicating.

The goal of creating your stakeholder engagement plan is to identify the stakeholder’s goals or motives as well as the communication methods you’ll use with them.

5 steps to create an SEP

To create a stakeholder engagement plan that helps you work with stakeholders in a way they can appreciate, you’ll first need to understand what their needs are and how they influence your project. Use the steps below to get started.

1. Identify your stakeholders

Some stakeholders will be more engaged in your project from the start. This level of engagement often comes from their motives.

For example, an internal executive overseeing the project may be more engaged because their job depends on it. Alternatively, an external partner with a small financial stake might have less engagement and may not want every detail of what’s going on. 

The five levels of stakeholder engagement

Leading: A leading stakeholder is aware of the project’s impact and is actively involved.

Supporting: A supporting stakeholder is aware of the project’s impact and supports the project.

Neutral: A neutral stakeholder is aware of the project’s impact but neither resists nor supports the project.

Resistant: A resistant stakeholder is aware of the project’s impact but resists change.

Unaware: An unaware stakeholder doesn’t know about the project or its impact.

Once you know your stakeholders’ engagement level, you’ll identify their level of influence on the project. The Project Management Institute defines influence as how much power a stakeholder has over a project. When a stakeholder has high influence, they can control key project decisions and cause others to take action.

The scale of stakeholder influence

Very high: A stakeholder with very high influence has a significant amount of control over key project decisions.

High: A stakeholder with high influence can cause others to take action.

Medium: A stakeholder with medium influence is often part of the decision-making process.

Low: A stakeholder with low influence can offer opinions on decisions and express their concerns, but you may not always take their ideas into consideration. 

Very low: A stakeholder with very low influence can engage in the project when they desire, but they won’t have control over any decisions.

2. Map stakeholders on influence/interest grid

Now that you know your stakeholder influence and interest level, you’ll map each stakeholder on the influence/interest grid. This isn’t something you’ll want to share with your stakeholders, but it can help you determine what your communication style and cadence should be for each individual.

The four main stakeholder groups are:

High interest and high influence. These are your stakeholders from your “leading” or “supporting” category. They are your key players and the most important on your stakeholder list. Make sure you check in with these stakeholders regularly and thoroughly educate them about the project. These are the stakeholders that are most important to have on board.

High interest and low influence. These stakeholders also likely come from your “leading” or “supporting” categories. While they don’t have as much influence, they should still be kept in the loop on all major communication and encouraged to participate in other ways depending on the situation. When you use a project management tool , you can keep high interest stakeholders in the loop without added effort.

High influence and low interest. These stakeholders can come from your “neutral” or “resistant” categories, and education is critical to keep them on board. They can become more resistant if they're surprised by a project change, so make sure they have access to information when needed, and inform them of any work that might impact their project workflows.

Low influence and low interest. These are stakeholders from your “unaware” category. You don’t need to contact these people often, but you should use your project management tool to send out monthly updates. That way, you can provide key project details and they know they have the opportunity to get more involved.

3. Build a communication plan

Stakeholder mapping offers you some guidance on how to communicate with stakeholders based on their level of influence and interest. Using these grid points, your next step is to create a custom communication plan . 

A communication plan is critical because it informs how you’ll educate and update your stakeholders. Regardless of what quadrant they fall into, make sure stakeholders have a way to access relevant project information. The best way to do this is by keeping all of your project information in one place, like a project management tool . Stakeholders who need real-time insight into project status or want to get a bird’s-eye view of the overall project timeline can use this tool to keep themselves informed. 

There are two steps to creating a communication plan: 

Identify your different communication channels. Which communication channels does your team regularly use? What is each communication channel for? 

Identify what type of communication each stakeholder quadrant needs. Communication isn’t one-size-fits-all. Figure out how you’ll communicate and educate stakeholders during the project lifecycle. 

For example, stakeholders who have a lot of interest and influence in the project may want weekly communication. You can provide this by sharing out your project status updates through your work management tool .

Once you create your communication plan, share it with your project team. If you change your communication plan, make sure you update it and communicate those changes. That way, team members always have access to the most up-to-date information.

4. Use feedback to revise plan as needed

Stakeholders often change behavior throughout the course of a project, so remember that the points you’ve mapped on the interest/influence grid aren’t set in stone. 

Not only can you revise your plan based on behavior changes you observe, but you can share your plan with stakeholders and ask for their feedback. The best way to get feedback from stakeholders is to be clear about what you're asking for. 

For example, provide stakeholders with your communication plan and ask them, “Does this communication plan work for you? Are there any areas you’d like to change?”

Other tips for getting feedback:

Ask for written feedback or provide a formal survey with detailed questions about your engagement process

Ask your internal team what they think about the engagement plan

Communicate any changes you make to the engagement plan with stakeholders and team members

Ask for feedback in a video call if it’s easier and more convenient for the stakeholder 

Stakeholder engagement plan template

Below is a filled-in example of a stakeholder engagement template that includes an area to list your stakeholders, rate their level of interest and influence, and outline their communication plan.

Download our free SEP template below to build a well-planned engagement strategy for your next project.

What are the benefits of a stakeholder engagement plan?

A strong stakeholder engagement plan helps your team inform and educate stakeholders. Other benefits of SEPS include:

Manages expectations : Ensures stakeholders know the project’s trajectory and what to expect through each project phase.

Reduces project risks : Keeps stakeholders from making large changes that risk the project’s success.

Builds trust: Creates stronger relationships between team members and stakeholders.

Improves decision making : Makes it easier to anticipate stakeholders’ needs and desires to determine the next steps.

Promotes synergy : When teams communicate, they’re able to collaborate and create more effectively. 

Streamline stakeholder planning with Asana

Stakeholder engagement is crucial to the success of any project. When you tailor your communication to each stakeholder's needs and desires, the results will be invaluable. 

Asana gives you the versatility to plan your engagement strategy, share your plan with others, and put that plan into action alongside your project. Map out all of your initiatives in one place, from marketing campaigns to projects and client relationships.

Related resources

15 project management interview questions, answers, and tips

Critical path method: How to use CPM for project management

Unmanaged business goals don’t work. Here’s what does.

How Asana uses work management to drive product development

Home Blog Business How To Create a Project Presentation: A Guide for Impactful Content

How To Create a Project Presentation: A Guide for Impactful Content

Corporate, academic, and business meetings share one common factor: successfully delivering project presentations. This is one skill professionals should harness in terms of articulating ideas, presenting plans, and sharing outcomes through an effective project presentation.

In this fast-paced reality where new tools and frameworks make us question the human factor value, we believe there’s much to be said about how working towards building presentation skills can make a difference, especially for making a project stand out from the crowd and have a lasting impact on stakeholders. We can no longer talk about simply disclosing information, the manner in which the narrative is built, how data is introduced, and several other factors that speak of your expertise in the subject.

This article will explore the art of project presentation, giving insights to presenters to deliver a memorable project plan presentation. Whether you are new to this experience or a seasoned presenter, this article promises to give you valuable information on how to build and present a project presentation that resonates with your target audience and will convert into your expected results for the project. Let’s get started.

Table of Contents

• Who is the audience of a project presentation?

Executive Summary

Project overview, the project process model, the project scope, the project resources, the project roadmap, the project activities plan, the project risks, quality control, project execution and monitoring.

• The Project Team

What Is a Project Presentation?

A project presentation is a business activity that brings together stakeholders and team members to oversee a project from execution to completion. During a project presentation, one or two people present a document or slide deck with an overview of all the project’s details.

During a project presentation, the project manager highlights key data about the project initiation and planning activities, like the project scope, requirements gathering, a deliverable list, timelines, and milestones.

The first instance of a project presentation is right before the execution of the project itself. Then, during the project process life cycle, you present it again with timely updates and news about the progress.

Who is the audience of a project presentation? 

A project-related audience is made up of stakeholders – all individuals and entities that affect or are affected by the project’s existence.

Discuss the project presentation with team members that’ll work on the project so they know what’s at stake and what’s expected of them. They’ll need information like requirements, the roadmap, the work breakdown structure, and deliverables.

Stakeholders

Present your project to the stakeholders that can authorize resources and expenditures. Show them how the project will offer the solutions they want under the conditions they impose in a set amount of time. 

Stakeholders want to know details like project scope, budget breakdowns, timing calculations, risk assessments, and how you plan to confront these risks and be ready for changes. 

The Structure of a Project Presentation

Project presentations follow a standard structure covering all critical elements. Follow this guideline to ensure that you cover everything with the slides, the speech, and the discussion.

In the next section, we describe a project presentation structure you can build with SlideModel templates or working with our AI PowerPoint generator . As you will see, most sections in the structure are summaries or overviews of project management practices completed during initiation and planning. 

At the start of your presentation, add an executive summary slide . This section is meant to welcome the viewer to the presentation and give an idea of what’s to come. To differentiate your executive summary from the project overview that comes right after it, use the opportunity to place the project into context. 

In an executive summary , show how this particular project fits into the overall strategy for the company or the section it belongs to. If, for example, your project is about TikTok Marketing, offer information as to how it fits in the overall marketing strategy.

Continue the presentation with a project overview to show the audience what to expect. This section covers one slide or a combination of slides depending on the layout. The project overview slide serves as the introduction to a project presentation and what’s inside.

Include these items:

• An Introduction with a brief background about the project. 
• A short explanation of the project’s objectives and completion goals.
• A quick overview of the timeline with start and end dates.

The project life cycle is the series of phases that a project goes through from its inception to its completion. The project process model is the group of knowledge areas, processes, and their relationships that will guide the activities along the project lifecycle. The next slide should display the chosen project process model and explain how it’ll be carried out along the different lifecycle phases. Project process models examples include Waterfall, Scrum, and V Model for software development, and Business Process Modeling Notation (BPMN) and Swimlane for general business-related projects.

Process models are important for the team to understand execution processes. Stakeholders need to see the process model to understand the systematic process of activities and how long they will take. 

Use one slide for the model, show only high-level components, and offer details during the presentation if the audience asks for them.

The scope is a crucial element of any project and needs its own section in the presentation. The scoping process begins with requirements gathering and includes the creation of a work breakdown structure , an analysis of what’s in and out of scope, plus validation and scope management plans. 

One or two slides are enough to highlight key scope details in a dashboard-style layout mirroring the information on your project scope statement. Preferably, place the scope slides towards the start of the project presentation close to the process model and project resources.

Every project needs resources, and that assessment must be included in the project presentation as well. In a general sense, all resources are what make up the overall budget for the project. In turn, you’ll need to show a budget breakdown that shows high-level resources.

Like many aspects of a project presentation, what you include depends on the industry you’re working for. Construction projects use constructors, materials, machinery, etc. Software projects use programmers, designers, software licenses, computers, etc.

Time is the main resource of any project. During project planning, the project management team estimates the required effort needed to complete the defined scope. Using the Project Process Model, Scope, and Resources, a plan is built. Present a roadmap to highlight the expected time for project completion and where each milestone falls along that line.

Roadmaps can be constructed with an infinite variety of visual layouts, from highly creative and illustrative to structured formats resembling spreadsheets and tables with color-coded roadmaps across the cells. Use one slide to show the roadmap highlighting time estimates, constraints, and projections. For updated project presentations, mark where the project is on the roadmap at that particular moment in time.

Every phase of the roadmap is broken down into action plans . Action plans list activities, their duration, allocated resources (human, material, and financial), and the relationship between activities.

Present your project activities plan with a Gantt Chart and a Costs Report. The Gantt Chart will show the activities to execute, how long they will take, and who (person or team) will be responsible for them. The costs reports will show how much the execution of activities will cost.

During the presentation, you’ll spend the most time on this section, as this is when and where your entire plan is outlined. To show more detail than the roadmap overview, use a few slides to show specific sections of the main Gantt chart and show key activities per phase or milestone.

All projects present risks, and to control them, they must be identified, assessed, evaluated, and mitigated . Visualize your risk assessment with a risk matrix and include it in the project presentation. 

Use this slide to explain to stakeholders how you plan to mitigate the identified risks. Share with team members what’s expected of them in order to keep the risks under control. Risk management is a critical component of project management and something stakeholders will always be looking at.

Controlling the quality of project deliverables is critical for positive project outcomes and continued success with the deliverable. This process is called quality control or quality assurance.

The project process model includes which quality control techniques the team will use and when. Some quality assurance (QA) techniques include statistical process control (SPC), Six Sigma, ISO 9000, and Total Quality Management (TQM). Use one slide to visualize the process and your plan to execute it.

Once the project starts, the project plan is a living entity and evolves over time. This section will need to be regularly updated with progress reports, performance KPIs, and status updates.

Across these slides, explain how activities will be monitored and deliverable outcomes measured. Show exactly how you will determine if the project is on course or has deviations. Visualize all execution activities with a Gantt chart to show the current progress. Use big numbers and data points to highlight performance metrics. Use a comparison slide to visualize the completeness percentage vs. planned progress and budget consumption vs. planned budget.

Explain all monitoring activities for the execution phase using a calendar or schedule that shows on what days activities will take place and who is involved.

The Project Team 

When presenting a project, include a stakeholder map to describe the management team, the sponsors, the main stakeholders, and the implementation team or teams. Depending on the size of the project, this will be an org chart or multiple org charts across a few slides.

Why is it important to present the project team to the stakeholders and vice versa? So that everyone involved knows the other parties and their responsibilities.

Another use for the team slide or slides is to present the next person who will speak during the project presentation. This gives the audience some background on that person’s role in the project.

Case Study – Project Presentation Example

Using the structure we present above, we outlined a case study of a realistic project and how the project manager puts together the project presentation using SlideModel templates. The project presentation example is based on a complex project of building a bridge (Cline Avenue Bridge). For the educational purpose of this article, we are not delivering all the elements of the project presentation, as it is out of scope. Still, we illustrate the more representative slides of each section, show how to prepare a PowerPoint Presentation for a project and how simple it is to adapt the templates to the content that needs to be presented. As a disclaimer, all information we present is an adaptation and reinterpretation of the real project, modified by SlideModel to fit the use case learning goals. This information and presentation should not be considered a source of information related to the Cline Avenue Bridge Project.

In this slide, the presenter summarises the project highlights in a project charter style. The Project Manager can extend this introduction all over the project lifecycle, and the speech can jump from different knowledge areas without the need to change slides or get deeper into details. Specifically, in the Cline Bridge Project, the objective is narrated, the location is just mentioned and linked to a map for further details, and a set of important facts are presented (Building Information Modelling Process, Budget, Duration, Sponsor, and Constructor). Key Highlights of the final deliverable are listed (Segmental Bridge, Material Concrete, 1.7 miles of length and 46 feet of width)

Process Model

The Process Model slide illustrates the framework for the project lifecycle, processes, planning, and execution. In this slide, the Project Manager will describe the model and how it is tailored to the specifics of the project. In this case, for the development and construction of the Cline Bridge, the builder has defined the use of BIM (Building Information Modelling) as the process model. During this slide, the presenter can describe the lifecycle phases (Design, Production, Construction, Operation, and Planning) and drill down one level over the knowledge practices involved. For example, the initial stage consists of “Design”, which has two main knowledge areas, Conceptual Design, and Detailed Design. The project manager is able to explain this definition without the need to outline detailed processes and activities within them.

The Scope section of the presentation generally involves several slides, as the content layout is a list of “requirements.” Based on this fact, a table layout is suggested to make good use of space. It is important to avoid abusing the “list” and present the group of requirements rather than specific requirements. Otherwise, the project manager ends up transcribing the requirements document.

In this project presentation example, we present 10 groups of requirements traversing different stages of the project lifecycle. 

• Design Standards: Bridge design must comply with local, national, and international design standards, including relevant engineering and safety codes
• Load Capacity: The bridge must be designed to safely carry a specific maximum load, which would include the weight of the bridge itself, traffic, pedestrians, wind, and other factors.
• Seismic Design: The design must account for seismic loads. 
• Aesthetic Design: The bridge must be designed to meet certain aesthetic criteria aligned with the artists and architects.
• Accessibility and Use Requirements: Requirements for pedestrian walkways, bike lanes, vehicle lanes, load restrictions for vehicles, clearance heights for boats if over a waterway, etc.
• Regulatory Approvals: The project must secure all necessary permits and approvals from relevant local and national regulatory bodies.
• Environmental Impact: The project must take steps to minimize its environmental impact during construction and the operation of the bridge, including implementing erosion and sediment controls.
• Materials Simulation: Materials should comply with regulations and usage expectations for current and future expected requirements.
• Site Preparation: The project must include preparation of the construction site, including any necessary land clearing or grading.
• Foundations Construction: Foundations will need to support materials weight and traffic expected for the next 30 years.
• Site Acquisition: Acquire site and terrain for building and logistics.

Building a bridge involves a high level of resource usage. In an executive meeting of a project presentation, the recommendation is to structure this section as a Financial table with only one level of detail. Further details are delegated to specific resources and cost analysis presentations.

The resources list presented is:

• Professional Services
• Construction Labour
• Quality Assurance
• Contingency
• Waste Disposal and Cleanup
• Subcontractors

In order to break the style of table after table during the project presentation, we suggest using visual elements as icons and colors metaphorically related to each of the elements listed.

Project Roadmap

As explained earlier in the article, the project roadmap serves to offer a comprehensive overview of the significant milestones that will happen over the course of time. Given the magnitude of a bridge construction project and its prolonged duration, it is advisable, particularly for such extensive endeavours, to present a roadmap that aligns milestones with corresponding lifecycle phases in a discernible manner. This approach enables the audience to mentally envision the sequential progression of the construction process.

Aligned with previous slides, in the example we created a roadmap with the following high level milestones, and sub componentes:

• Project Budgeting and Financing
• Land Purchase & Renting
• Conceptual Design
• Detailed Design
• Access Routes
• Waste Disposal
• Simulations
• Materials Tests
• Seismic Tests
• Fabrication
• Preparation of Modular Pieces
• Build and Assembly
• Test under Acceptance Criteria
• Stress Test
• Operation and Maintenance

As you can see, the Project Manager decided over a sequential roadmap, presented with little detail in timings, with start and end dates to picture dimension over the diagram.

Action Plan

In the bridge construction project of the example, there will be plenty of activity plans. All along the project several of these slides will be created and updated. The most suitable option for presentation tasks, durations, precedence relationship and resource allocation is the Gantt Chart Template. We present the first Quarter of the project, over the Conceptual Design Activities. 

As displayed in the PowerPoint Slide , the subtitle clarifies the number of slides that will be used for this purpose.

The activities presented are:

• Site Analysis
• Feasibility Analysis
• Design Concepts
• BIM Model Creation
• Model Revision
• Environmental Impact
• Present Design

Project Risks

Risk management is an iterative process all over the project life cycle. When presenting your projects, the risks will vary depending on the progress over the roadmap. For this specific example we decided to present the risks being discussed during the Ideation stage, where the developer is exchanging risks with contractors and the company that will build the bridge.

Our suggested layout for this kind of information is a simple table, where the risks are clearly readable and visible, while the description is a hint for discussion rather than an in depth explanation.

It is very important to classify the presented risks, at least with two dimensions; “Impact” and “Probability”. This will generate quality conversations around them. 

Outlined Risks during the Initiation Phase:

• Design Errors
• Construction Delays
• Budget Overruns
• Regulatory Changes
• Site Conditions
• Equipment Failures
• Health and Safety Incidents

As the reader can spot, the risks outlined, are very high level, and each of them will trigger specific Risk Analysis Reports.

The quality control section of the project presentation may vary depending on the quality process adopted. For large scale companies with a uniform portfolio of projects , it is common to see a continuous improvement quality model, which iteratively builds quality over the different projects (for example software companies) For construction companies like the example, the situation is not different, and the quality control model is aligned with the specific building process model. In this specific case, the project manager is presenting the quality control process to be applied over the BIM model and the Quality Control process to be followed for the physical construction of the bridge:

Execution and Monitoring

During the project, several status meetings will be carried out. During the project presentation the manager can establish the pattern to be used along the project.

For this example, we set a basic progress dashboard where the project manager can present : 

• The current timeline
• Top 5 issues
• Current Burndown
• Top 5 risks.

The art of project presentation goes beyond listing data in random slides. A project presentation is a powerful tool to align stakeholders and foster an environment of trust and collaboration over factual information.

With a structured approach, all members involved in the project design and execution can understand the direction that’s being taken and the importance behind certain decisions. We hope these insights can turn your project into a powerful presentation that inspires and deliver results.

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Project Management, Project Planning Filed under Business

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