To measure the project manager's ability to manage stakeholders, we must evaluate different factors. One of them is the ability to detect who the most important stakeholders of the project are, establishing an order of relevance and their communication, negotiation and motivation capacity, trying to unify the different interests into a common interest. Furthermore, the ability to manage the available resources in the most efficient way possible is important so that the interests of the majority are achieved and, consequently, the success of the project.

Project managers usually have reduced formal power with respect to interested parties external to the project organization, which is why the relationship and communication they must maintain with them and with other possible future interested or affected parties is of special importance. To achieve this, they have to pay special attention to communication aspects in order to exert the greatest positive influence on them.[9]​.

Stakeholder management is a variable that has rarely been quantified. Some measurements have been made through the Kinder, Lyndenburg, Domini (KLD) index,[10]​ an index used to measure corporate social performance.

For good stakeholder management, it is essential to understand and take into account each of the directions of influence: in front, behind, above, below, inside, outside, and the sides.

Forward management implies planning and forecasting the future, while backwards implies appropriate development and maintenance of the control system, taking into account historical data and accumulated know-how. Upward management involves maintaining a stable relationship with more experienced managers, especially those whose experience and support is important to the success of the project, while Downward management involves managing and motivating the team. Inward management is one that takes into account feedback from interested parties about the project's problems, while lateral management is one that takes care of all collaborators and people around the project director. Finally, outward management would be that which addresses the needs of all interested parties external to the project.[9]​.

To identify an understandable list of stakeholders, the project team must evaluate the stakeholders based on their influence on the project outcome—that is, their interest in and attitudes toward the project.

The team can apply numerical evaluations or can simply weight each as high, medium, or low for stakeholder influence and interest.

For attitudes, the team can identify whether stakeholders are on board (+), neutral (0), or detractors (-).

The team can use these assessments for analysis by plotting each stakeholder in a 2x2 matrix. Stakeholders in the upper right quadrant will have the most interest in the project and have the greatest power to influence the outcome of the project.

This approach to evaluation should be used to engage project supporters. Supporters are supporters with high influence and interest in the project.

This evaluation of the interested parties should not be done only during the planning of the project but periodically throughout its life.[11]​.

Another option is to obtain the information through a series of informal talks or meetings with a representative sample of staff, elected leaders, ordinary members and clients, or in a series of workshops or larger group meetings. The following list indicates the main aspects that your questions should address:.

To measure the project manager's ability to manage stakeholders, we must evaluate different factors. One of them is the ability to detect who the most important stakeholders of the project are, establishing an order of relevance and their communication, negotiation and motivation capacity, trying to unify the different interests into a common interest. Furthermore, the ability to manage the available resources in the most efficient way possible is important so that the interests of the majority are achieved and, consequently, the success of the project.

Project managers usually have reduced formal power with respect to interested parties external to the project organization, which is why the relationship and communication they must maintain with them and with other possible future interested or affected parties is of special importance. To achieve this, they have to pay special attention to communication aspects in order to exert the greatest positive influence on them.[9]​.

Stakeholder management is a variable that has rarely been quantified. Some measurements have been made through the Kinder, Lyndenburg, Domini (KLD) index,[10]​ an index used to measure corporate social performance.

For good stakeholder management, it is essential to understand and take into account each of the directions of influence: in front, behind, above, below, inside, outside, and the sides.

Forward management implies planning and forecasting the future, while backwards implies appropriate development and maintenance of the control system, taking into account historical data and accumulated know-how. Upward management involves maintaining a stable relationship with more experienced managers, especially those whose experience and support is important to the success of the project, while Downward management involves managing and motivating the team. Inward management is one that takes into account feedback from interested parties about the project's problems, while lateral management is one that takes care of all collaborators and people around the project director. Finally, outward management would be that which addresses the needs of all interested parties external to the project.[9]​.

To identify an understandable list of stakeholders, the project team must evaluate the stakeholders based on their influence on the project outcome—that is, their interest in and attitudes toward the project.

The team can apply numerical evaluations or can simply weight each as high, medium, or low for stakeholder influence and interest.

For attitudes, the team can identify whether stakeholders are on board (+), neutral (0), or detractors (-).

The team can use these assessments for analysis by plotting each stakeholder in a 2x2 matrix. Stakeholders in the upper right quadrant will have the most interest in the project and have the greatest power to influence the outcome of the project.

This approach to evaluation should be used to engage project supporters. Supporters are supporters with high influence and interest in the project.

This evaluation of the interested parties should not be done only during the planning of the project but periodically throughout its life.[11]​.

Another option is to obtain the information through a series of informal talks or meetings with a representative sample of staff, elected leaders, ordinary members and clients, or in a series of workshops or larger group meetings. The following list indicates the main aspects that your questions should address:.