KODA Project - Stakeholder Register
Multi-Tenant Beauty & Wellness Platform
Table of Contents
1. Purpose
This Stakeholder Register identifies all individuals, groups, and organizations that:
- Are impacted by the KODA project
- Can influence the project's outcome
- Have an interest in the project's success or failure
The register serves as a foundation for stakeholder engagement planning and communication management throughout the project lifecycle.
2. Stakeholder Classification
Classification Dimensions
Power/Interest Grid
- High Power, High Interest: Manage Closely (Key Players)
- High Power, Low Interest: Keep Satisfied (Context Setters)
- Low Power, High Interest: Keep Informed (Subjects)
- Low Power, Low Interest: Monitor (Crowd)
Internal vs External
- Internal: Within the organization
- External: Outside the organization
Impact Level
- Critical: Project success directly depends on them
- High: Significant influence on project outcomes
- Medium: Moderate influence
- Low: Minimal direct influence
3. Internal Stakeholders
3.1 Executive & Leadership
| ID | Name/Role | Title/Position | Power | Interest | Impact | Classification |
|---|---|---|---|---|---|---|
| S001 | [Executive Sponsor] | CEO / Managing Director | High | High | Critical | Key Player |
| S002 | [CFO/Finance Director] | Chief Financial Officer | High | Medium | High | Context Setter |
| S003 | [CTO/IT Director] | Chief Technology Officer | High | High | Critical | Key Player |
| S004 | [COO/Operations Director] | Chief Operating Officer | High | High | Critical | Key Player |
| S005 | [Marketing Director] | Director of Marketing | Medium | High | High | Subject |
Engagement Strategy (Leadership)
- Primary Concerns: ROI, strategic alignment, risk management, budget control
- Expectations: Regular status updates, transparency, risk mitigation
- Engagement Approach: Monthly steering committee meetings, executive dashboards
- Communication Frequency: Bi-weekly written updates, monthly in-person meetings
3.2 Project Team
| ID | Name/Role | Title/Position | Responsibilities | Power | Interest | Impact |
|---|---|---|---|---|---|---|
| S010 | [Project Manager] | KODA Project Manager | Overall project delivery, resource management | High | High | Critical |
| S011 | [Product Owner] | Product Owner | Requirements prioritization, feature approval | High | High | Critical |
| S012 | [Technical Lead] | Backend Lead Developer | Architecture, technical decisions | Medium | High | Critical |
| S013 | [Backend Developer] | Mid-Level Backend Developer | API development | Low | High | High |
| S014 | [Flutter Developer] | Senior Mobile Developer | Mobile apps (customer & staff) | Medium | High | Critical |
| S015 | [Frontend Lead] | Senior ReactJS Developer | Admin panel & website | Medium | High | High |
| S017 | [UI/UX Designer] | Senior UI/UX Designer | Design system & all designs | Low | High | High |
| S018 | [DevOps Engineer] | DevOps Engineer (Part-time) | Infrastructure & deployment | Medium | Medium | High |
| S019 | [QA Engineer] | QA/Test Engineer | Quality assurance & testing | Low | High | High |
Engagement Strategy (Project Team)
- Primary Concerns: Clear requirements, technical feasibility, resource availability, timeline
- Expectations: Daily collaboration, technical support, clear priorities
- Engagement Approach: Daily standups, sprint planning, retrospectives
- Communication Frequency: Daily (Slack/Teams), Weekly sprint reviews
3.3 Business Units & Operations
| ID | Name/Role | Department | Responsibilities | Power | Interest | Classification |
|---|---|---|---|---|---|---|
| S020 | Branch Managers | Operations | Day-to-day branch operations | Medium | High | Subject |
| S021 | Reception Manager | Customer Service | Front desk operations | Low | High | Subject |
| S022 | Call Center Manager | Customer Service | Phone bookings & support | Low | High | Subject |
| S023 | Technicians/Staff | Service Delivery | Service delivery to customers | Low | High | Subject |
| S026 | Finance Manager | Finance | Financial reporting & reconciliation | Medium | Medium | Context Setter |
| S028 | Marketing Team | Marketing | Campaigns, customer acquisition | Low | High | Subject |
4. External Stakeholders
4.1 Customers
| ID | Stakeholder Group | Description | Power | Interest | Impact | Classification |
|---|---|---|---|---|---|---|
| S100 | Existing Customers | 55,000+ current customers to be migrated | Low | High | Critical | Subject |
| S101 | Potential Customers | New customers post-launch | Low | High | High | Subject |
| S102 | VIP/Royal Tier Customers | High-value customers | Medium | High | High | Subject |
Engagement Strategy (Customers)
- Primary Concerns: Service quality, ease of booking, app usability, loyalty rewards
- Expectations: Seamless transition, no service disruption, improved experience
- Engagement Approach: Beta testing, focus groups, feedback surveys
- Success Metrics: App store ratings >4.5, customer satisfaction >85%, adoption rate >20%
4.2 Partners & Vendors
| ID | Name/Organization | Type | Role | Power | Interest | Impact |
|---|---|---|---|---|---|---|
| S110 | Cloud Infrastructure Provider | Vendor | Hosting services (AWS/DigitalOcean) | Medium | Low | High |
| S111 | Payment Gateway Provider | Vendor | Payment processing | Medium | Low | Critical |
| S112 | SMS Gateway Provider(s) | Vendor | SMS notifications | Low | Low | High |
| S115 | Apple Developer Program | Platform | iOS app distribution | High | Low | High |
| S116 | Google Play Store | Platform | Android app distribution | High | Low | High |
5. Stakeholder Analysis Matrix
Power/Interest Grid
High Power, Low Interest
Keep Satisfied
- S002 - CFO
- S026 - Finance Manager
High Power, High Interest
Manage Closely
- S001 - CEO
- S003 - CTO
- S004 - COO
- S010 - Project Manager
- S011 - Product Owner
- S111 - Payment Gateway
Low Power, Low Interest
Monitor
- S031 - Network Admin
- S118 - Suppliers
Low Power, High Interest
Keep Informed
- S012 - Tech Lead
- S014 - Flutter Dev
- S020-S028 - Operations
- S100-S103 - Customers
- Dev Team Members
6. Engagement Strategy
Engagement Levels
| Level | Description | Stakeholders |
|---|---|---|
| Unaware | Unaware of project and potential impacts | None (all stakeholders briefed at kickoff) |
| Resistant | Aware of project, resistant to change | S023 (Some staff - change management required) |
| Neutral | Aware of project, neither supportive nor resistant | S031-S033 (IT Support), S117 (Partners) |
| Supportive | Aware of project, supportive of change | S010-S019 (Project Team), S020-S028 (Operations) |
| Leading | Aware of project, actively engaged in ensuring success | S001-S005 (Leadership), S010-S011 (PM/PO) |
Stakeholder Engagement Plan
| Stakeholder Group | Current Engagement | Desired Engagement | Engagement Actions |
|---|---|---|---|
| Executive Leadership | Neutral | Leading | Kickoff presentation, monthly steering meetings, executive dashboards |
| Project Team | Leading | Leading | Daily standups, sprint planning, regular retrospectives |
| Operations Staff | Unaware → Resistant | Supportive | Early demos, training sessions, feedback incorporation, change champions |
| Customers | Unaware | Supportive | Beta testing invitations, early access program, launch communications |
7. Communication Requirements
Communication Matrix by Stakeholder
| Stakeholder | Information Needs | Format | Frequency | Owner |
|---|---|---|---|---|
| S001 (Executive Sponsor) | Project status, budget, risks, decisions needed | Executive dashboard, written report | Bi-weekly | PM |
| S001-S005 (Leadership) | Strategic alignment, major milestones, escalations | Steering committee meeting | Monthly | PM |
| S010-S019 (Project Team) | Daily progress, blockers, sprint goals | Standup, Slack/Teams | Daily | PM |
| S020-S028 (Operations) | Feature updates, training schedule, UAT feedback | Email, training sessions | Weekly during dev, Daily during UAT | PM |
| S100-S103 (Customers) | Launch announcements, feature highlights, support | Email, in-app notifications, social media | Pre-launch, Launch, Monthly after | Marketing |
Communication Channels
Steering Committee Meetings
Purpose: Strategic decisions, approvals
Stakeholders: S001-S005
Frequency: Monthly
Status Reports
Purpose: Written project updates
Stakeholders: S001-S005, S010
Frequency: Bi-weekly
Daily Standups
Purpose: Daily coordination
Stakeholders: S010-S019
Frequency: Daily
Training Sessions
Purpose: System training
Stakeholders: S020-S028
Frequency: Weekly before launch
8. Stakeholder Management Approach
Stakeholder Resistance Management
Operations Staff
Potential Resistance: Fear of job displacement, unfamiliarity with technology
Mitigation: Early involvement, training, emphasize efficiency gains not job cuts
Customers
Potential Resistance: Resistance to change from familiar booking methods
Mitigation: Parallel support for old methods initially, clear benefits communication
IT Support
Potential Resistance: Concern about support burden
Mitigation: Comprehensive documentation, knowledge transfer, support tools
Change Champions Program
- Identify 2-3 staff members per department as change champions
- Provide early access and advanced training
- Empower them to support peers during transition
Stakeholder Satisfaction Monitoring
Metrics:
- Executive satisfaction survey (monthly)
- Team morale/satisfaction (sprint retrospectives)
- Operations staff feedback (weekly during UAT)
- Customer satisfaction (NPS surveys post-launch)
Red Flags:
- Declining steering committee attendance
- Increased escalations from operations
- Negative sentiment in team retrospectives
- Poor customer app store ratings