---
skill_id: SKL-05-07
name: Monitor Stakeholder Engagement
pack: 05 — Monitoring and Controlling
version: 1.1.0
status: Active · Tested
source_type: PMI-derived
authority: PMI-derived
pmbok8_anchor: Process-Groups §7.12 · Figure 7-23 · Figure 7-24
performance_domains:
- Stakeholders
- Measurement
focus_area: Monitoring and Controlling
primary_artifact: A17 — Work Performance Information (stakeholder section)
artifacts_updated:
- A03 — Stakeholder Register
- A07 — Stakeholder Engagement Plan
- A12 — Change Requests
- A18 — Issue Log
- A19 — Risk Register
- A21 — Lessons Learned Register
upstream_prerequisites:
- SKL-04-06
downstream_skills:
- SKL-05-02
file_path: skills/05-monitoring-controlling/SKL-05-07-monitor-stakeholder-engagement.md
tests: 6
last_updated: '2026-06-03'
lifecycle_applicability:
- predictive
- adaptive
- hybrid
lifecycle_notes: Universal process applicable across all lifecycle models with appropriate
  tailoring.
---

# SKL-05-07 — Monitor Stakeholder Engagement

**Skill ID:** SKL-05-07  
**Canonical Title:** Monitor Stakeholder Engagement  
**Pack:** 05 — Monitoring and Controlling  
**Version:** 1.1.0  
**Status:** Active · Tested  
**Source Type:** PMI-derived  
**File Path:** `skills/05-monitoring-controlling/SKL-05-07-monitor-stakeholder-engagement.md`  
**Authority:** Process Groups: A Practice Guide §7.12 · Figure 7-23 · Figure 7-24  
**Last Updated:** 2026-06-03

---

## 1. Purpose

Monitor Stakeholder Engagement is the process of monitoring project stakeholder relationships and tailoring strategies for engaging stakeholders through the modification of engagement strategies and plans. Its key benefit is that it maintains or increases the efficiency and effectiveness of stakeholder engagement activities as the project evolves and its environment changes. This process is performed throughout the project.

Stakeholder engagement is not a one-time planning activity. Stakeholders change their positions, priorities shift, and new stakeholders may emerge during execution. Monitoring ensures that engagement remains aligned to current stakeholder status and project needs.

---

## 2. Scope

This skill covers:
- Monitoring current stakeholder engagement levels against the planned engagement levels in A07
- Using the Stakeholder Engagement Assessment Matrix (SEAM) to identify gaps
- Analyzing stakeholder data to identify shifts in engagement, influence, or interest
- Applying communication, interpersonal, and decision-making techniques to close engagement gaps
- Updating the stakeholder register with current engagement levels
- Updating the stakeholder engagement plan, communications plan, and resource management plan
- Raising change requests for engagement strategy adjustments
- Updating the issue log, lessons learned, and risk register based on stakeholder signals

This skill does **not** cover:
- Initial stakeholder identification — SKL-01-02
- Planning stakeholder engagement — SKL-03-14
- Managing stakeholder engagement during execution — SKL-04-06

---

## 3. PMBOK Anchor

| Field | Value |
|-------|-------|
| **Process** | Monitor Stakeholder Engagement |
| **Guide Section** | Process Groups §7.12 |
| **Figure** | Figure 7-23 — I/T/O · Figure 7-24 — Data Flow Diagram |
| **Performance Domain** | Stakeholders · Measurement |
| **Focus Area** | Monitoring and Controlling |
| **Primary Outcome** | Work performance information · Change requests · Updated stakeholder register and engagement plan |

**PMI definition (paraphrased):** Monitor Stakeholder Engagement monitors stakeholder relationships and adapts strategies to maintain or improve the efficiency and effectiveness of stakeholder engagement as the project and its environment evolve.

---

## 4. The SEAM as the Core Monitoring Tool

The Stakeholder Engagement Assessment Matrix (SEAM) maps each stakeholder against five engagement levels:

| Level | Definition |
|-------|------------|
| **Unaware** | Unaware of the project and its potential impacts |
| **Resistant** | Aware but resistant to project changes |
| **Neutral** | Aware but neither supportive nor resistant |
| **Supportive** | Aware and supportive of the project |
| **Leading** | Actively engaged and promoting the project |

For each stakeholder, two positions are recorded:
- **C** — Current engagement level (assessed through monitoring)
- **D** — Desired engagement level (as defined in the stakeholder engagement plan)

A gap between C and D indicates that engagement intervention is needed. No gap indicates that current engagement is sufficient and should be maintained.

---

## 5. Roles

### 5.1 Project Manager
Owns stakeholder monitoring. Reviews the SEAM at each cycle. Identifies engagement gaps. Selects appropriate intervention strategies. Escalates critical stakeholder disengagement to the sponsor.

### 5.2 Project Team Members
Observe stakeholder behavior during project activities. Report observations about stakeholder engagement level changes. Participate in stakeholder interactions that provide engagement data.

### 5.3 Communications Lead
Monitors whether communications are reaching stakeholders and achieving the intended effect. Reviews feedback signals from surveys, responses to communications, and meeting participation.

### 5.4 Sponsor
Provides executive-level stakeholder engagement support where needed. Engages resistant or neutral senior stakeholders when the project manager's authority is insufficient.

---

## 6. Inputs

Process Groups Figure 7-23 identifies:

| Input | Artifact | Role in This Skill |
|-------|----------|--------------------|
| **Resource management plan** | A25 / A14-linked | Defines roles and responsibilities relevant to stakeholder engagement activities |
| **Communications management plan** | A28 / A14-linked | Defines what communications are being sent and to whom — the basis for monitoring communication effectiveness |
| **Stakeholder engagement plan** | A07 | Defines desired engagement levels and strategies; the baseline against which monitoring compares current status |
| **Issue log** | A18 | Issues often reflect stakeholder concerns or disengagement that require monitoring |
| **Lessons learned register** | A21 | Historical engagement patterns and intervention effectiveness |
| **Project communications** | A28 delivery records | Sent communications and their responses provide direct evidence of stakeholder engagement |
| **Risk register** | A19 | Stakeholder resistance or disengagement may be recorded as risks requiring monitoring |
| **Stakeholder register** | A03 | The authoritative record of stakeholders, their roles, interests, and current engagement level |
| **Work performance data** | Executing outputs | Participation rates, response rates, meeting attendance, feedback — raw data for engagement assessment |
| **Enterprise environmental factors** | EEF | Organizational culture, political environment, and stakeholder power dynamics |
| **Organizational process assets** | OPA / A05 | Engagement monitoring templates, historical stakeholder data, organizational policies |

---

## 7. Tools and Techniques

Process Groups Figure 7-23 names:

### 7.1 Data Analysis
- **Alternatives analysis:** Evaluates different engagement strategies for closing the gap between current and desired engagement levels
- **Root cause analysis:** Identifies the underlying reasons for stakeholder disengagement or resistance rather than addressing symptoms
- **Stakeholder analysis:** Re-examines stakeholder positions, interests, influence, and power to update the engagement picture

### 7.2 Decision Making
- **Multicriteria decision analysis:** Evaluates multiple engagement strategy options against criteria such as effectiveness, cost, time, and political sensitivity
- **Voting:** Used in group settings to select among engagement strategy options

### 7.3 Data Representation
- **Stakeholder Engagement Assessment Matrix (SEAM):** Maps current (C) vs. desired (D) engagement levels for each stakeholder; the primary visual monitoring tool for this process

### 7.4 Communication Skills
- **Feedback:** Obtaining direct input from stakeholders on their engagement experience and project concerns
- **Presentations:** Structured information sharing to re-engage resistant or neutral stakeholders

### 7.5 Interpersonal and Team Skills
- **Active listening:** Detecting signals of disengagement, concern, or shifting priorities that may not be stated explicitly
- **Cultural awareness:** Interpreting engagement signals correctly across cultural contexts
- **Leadership:** Inspiring and motivating stakeholders toward the desired engagement level
- **Networking:** Building informal relationships that sustain engagement beyond formal communications
- **Political awareness:** Understanding organizational power dynamics that influence stakeholder behavior

### 7.6 Meetings
Stakeholder engagement review meetings, one-on-one sessions, and broader stakeholder forums provide direct engagement data and intervention opportunities.

---

## 8. Stakeholder Monitoring Rules

### Rule 1 — SEAM must be updated at each monitoring cycle
The SEAM is the primary instrument for detecting engagement gaps. It must reflect current assessed engagement levels, not levels from the initial stakeholder planning.

### Rule 2 — Engagement gaps require explicit intervention plans
A C-D gap in the SEAM is not resolved by noting it. An explicit intervention — a communication, meeting, relationship-building action, or escalation — must be planned and assigned.

### Rule 3 — Resistance and unaware stakeholders are the highest priority
Stakeholders at Unaware or Resistant are the most likely to disrupt the project. They require active engagement strategies, not passive monitoring.

### Rule 4 — New stakeholders identified during monitoring must be added to A03
If monitoring reveals a stakeholder not previously in A03, they must be formally registered and their desired engagement level assessed before engagement planning proceeds.

### Rule 5 — Stakeholder engagement risks must be reflected in A19
Significant engagement gaps, persistent resistance, or high-influence stakeholders trending toward disengagement must be captured or updated in the risk register.

---

## 9. Step-by-Step Instructions

### Step 1 — Collect Engagement Evidence
Gather engagement data from:
- Meeting attendance and participation quality
- Response rates to project communications
- Feedback received through surveys or direct channels
- Observations of stakeholder behavior in project activities
- Issue log entries reflecting stakeholder concerns
- Change requests initiated or blocked by specific stakeholders

### Step 2 — Update the SEAM
For each stakeholder, assess current engagement level based on collected evidence. Update the C position in the SEAM. Compare to the D (desired) position. Identify and record any gaps.

### Step 3 — Perform Stakeholder Analysis
For stakeholders with gaps, assess:
- Has the stakeholder's role, interest, or influence changed since last assessment?
- Are there new concerns driving the shift in engagement?
- What is the root cause of the current gap?
- Is the desired engagement level still appropriate, or does it need revision?

### Step 4 — Identify New or Unregistered Stakeholders
Review the project environment for any parties not currently in A03 who have emerged as having interest or influence over the project. Formally register them and assess engagement level and desired target.

### Step 5 — Design Intervention Strategies
For each engagement gap, select an intervention:
- **Unaware → Aware:** Targeted communications, briefings, project updates
- **Resistant → Neutral or Supportive:** One-on-one meetings, root cause discussions, escalation to sponsor, concern resolution, change in project approach
- **Neutral → Supportive:** Involvement in decisions, recognition of contribution, increased communication frequency
- **Supportive → Leading:** Assign advocacy roles, invite to steering forums, leverage for peer influence

### Step 6 — Update Documents
Update A03 (stakeholder register) with current engagement levels. Update A07 (stakeholder engagement plan) if strategies have changed. Update A21 (lessons learned), A18 (issue log), and A19 (risk register) where stakeholder signals have implications for issues or risks.

### Step 7 — Raise Change Requests
For significant engagement strategy changes that affect the communications plan, resource plan, or other baseline components, raise A12 and route to SKL-05-02.

### Step 8 — Report Stakeholder Engagement Status
Include SEAM summary, key engagement gaps, interventions planned or in progress, and any high-risk stakeholder situations in A17 work performance reporting. Escalate critical resistance or disengagement to the sponsor.

---

## 10. Outputs

Process Groups Figure 7-23 identifies:

| Output | Artifact | Content |
|--------|----------|---------|
| **Work performance information** | A17 | SEAM summary, engagement gap status, intervention progress, high-risk stakeholder flags |
| **Change requests** | A12 | Engagement strategy changes requiring updates to communications plan, resource plan, or stakeholder engagement plan |
| **Project management plan updates** | Resource management plan · Communications management plan · Stakeholder engagement plan | Updated when engagement monitoring reveals need to revise approach |
| **Project document updates** | A18 issue log · A21 lessons learned · A19 risk register · A03 stakeholder register | Reflect current engagement levels, new stakeholders, and risk implications |

---

## 11. Decision Logic

| Condition | Action |
|-----------|--------|
| C = D for all stakeholders | Maintain current engagement activities; update SEAM; report status |
| C < D for a non-critical stakeholder | Plan targeted communication or involvement opportunity; monitor next cycle |
| C < D for a high-influence stakeholder | Root cause analysis; executive engagement; escalate to sponsor if needed |
| New stakeholder identified | Register in A03; assess engagement level; set desired target; plan initial engagement |
| Stakeholder previously Supportive now Resistant | Immediate root cause analysis; one-on-one meeting; sponsor escalation if high influence |
| Stakeholder engagement risk not in A19 | Add or update risk entry; assess probability and impact |
| Communications not reaching stakeholders | Review channel effectiveness; update A28; raise A12 for plan change |

---

## 12. SEAM Quick Reference

| C Position | D Position | Gap? | Priority Action |
|------------|------------|------|----------------|
| Unaware | Supportive | Yes — major | Targeted awareness campaign; briefing session |
| Resistant | Neutral | Yes | Root cause meeting; concern resolution |
| Neutral | Supportive | Yes | Involvement in decisions; increased communication |
| Supportive | Supportive | No | Maintain; sustain current engagement |
| Supportive | Leading | Yes — minor | Advocacy role assignment; steering forum invitation |
| Leading | Leading | No | Leverage influence; involve in peer engagement |

---

## 13. Tailoring Guidance

| Context | Guidance |
|---------|----------|
| **Small project with few stakeholders** | Informal SEAM maintained by project manager; engagement monitoring at status meetings |
| **Large or politically complex project** | Formal SEAM reviewed at each cycle; dedicated stakeholder engagement reviews; sponsor-level escalation protocol |
| **Adaptive project** | Stakeholder engagement assessed at sprint reviews and retrospectives; product owner manages key stakeholder relationship |
| **Regulated or public-sector project** | Engagement monitoring includes formal public consultation records; regulatory body engagement tracked separately |

---

## 14. Failure Cases

| Failure Mode | Consequence | Prevention |
|-------------|-------------|-----------|
| SEAM not updated since initial planning | Engagement gaps invisible until project impact occurs | Rule 1: SEAM updated at every monitoring cycle |
| Gap identified but no intervention planned | Engagement deteriorates without response | Rule 2: Every gap requires an explicit intervention |
| Resistant high-influence stakeholders not escalated | Executive resistance blocks project progress | Rule 3: Resistance from high-influence stakeholders escalated immediately |
| New stakeholders not registered | Unmanaged influence; surprise opposition | Rule 4: New stakeholders formally registered |
| Stakeholder resistance not reflected in A19 | Risk exposure underestimated | Rule 5: Significant gaps captured in risk register |

---

## 15. Tests

| Test | Assertion | Pass | Fail |
|------|-----------|------|------|
| T-1 | SEAM updated with current C positions this cycle | A07 or monitoring record shows updated SEAM with date | SEAM unchanged from prior cycle |
| T-2 | Gaps between C and D identified and documented | Gap analysis documented in A17 or A07 | No gap analysis performed |
| T-3 | Intervention planned for each identified gap | Intervention log or A07 update shows planned action and owner | Gaps noted but no action assigned |
| T-4 | New stakeholders identified during monitoring formally registered | A03 shows new entries with registration date | New stakeholders known but not in A03 |
| T-5 | High-influence resistant stakeholders escalated | Escalation record or sponsor communication documented | Escalation not performed |
| T-6 | Change requests raised for engagement strategy changes affecting plans | A12 shows CR for plan-level engagement changes | Plan changed without A12 record |

---

## 16. Dependency Chain

```text
UPSTREAM
SKL-01-02 — Identify Stakeholders (initial A03)
SKL-03-14 — Plan Stakeholder Engagement (A07 baseline)
SKL-04-06 — Manage Stakeholder Engagement (executing engagement activities)
A03 — Stakeholder register
A07 — Stakeholder engagement plan with SEAM
A28 — Communications delivery records
A18 — Issue log (engagement-related issues)

CURRENT SKILL
SKL-05-07 — Monitor Stakeholder Engagement

DOWNSTREAM
A03 — Updated stakeholder register with current engagement levels
A07 — Updated stakeholder engagement plan
A17 — Work performance information (stakeholder section)
A12 — Change requests for engagement strategy changes
SKL-05-02 — Perform Integrated Change Control
A19 — Risk register updated with stakeholder engagement risks
A21 — Lessons learned updated
```

---

## 17. Examples

### Example A — High-Influence Stakeholder Shifts to Resistant
At week 12, SEAM review reveals that a senior department director (previously Supportive) is now assessed as Resistant following a reorganization that reduced her budget allocation. Root cause analysis confirms she fears the project will compete with her department's priorities. The project manager arranges a one-on-one meeting with the sponsor present. The meeting results in a revised resource allocation commitment and a role for the director on the project steering committee. Next cycle assessment shows her position has returned to Neutral, trending toward Supportive. A19 is updated with a reduced probability for the stakeholder resistance risk.

### Example B — New Stakeholder Identified
At month 3, the project manager learns through a team member that a regional operations manager has significant authority over the deployment site and has not been engaged. He is not in A03. The project manager formally registers him in A03, assesses his current engagement as Unaware with a desired level of Supportive, and plans an introductory briefing. The communications management plan is updated to include him in the project update distribution. A12 is raised for the plan update.

---

## 18. Primary References

| Reference | Alias | Section | Purpose |
|-----------|-------|---------|---------|
| Process Groups: A Practice Guide | Process-Groups | §7.12, Figure 7-23, Figure 7-24 | Core process definition, I/T/O, data flow |
| PMBOK Guide, Eighth Edition | PMBOK8 | Stakeholders domain · Measurement domain | Engagement principles, SEAM, tailoring |

---

## Change Log

| Version | Date | Author | Change Description |
|---|---|---|---|
| 1.0.0 | 2026-05-30 | PMO Repository | Initial build |
| 1.1.0 | 2026-06-03 | Wave 1 QA | Added GOV YAML front-matter; updated Last Updated date |

---

*Authority: Process-Groups §7.12 · PMBOK8*  
*Owner: Project Manager / Communications Lead*  
*Upstream: A03 stakeholder register · A07 engagement plan · SKL-04-06*  
*Downstream: A03 updated · A07 updated · A17 stakeholder information · A12 change requests · SKL-05-02*
