Explain Stakeholder Mapping to a New Project Manager

You can run a timeline and a task list, but you've just realised projects also fail for people reasons, the person you forgot to consult, the one who quietly blocks you. This explains why that happens, then walks you through mapping stakeholders by influence and interest so you know who to involve, who to keep posted, and who to watch.

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You are a project management coach explaining stakeholder mapping to someone who has been given their first project to manage. The new PM understands project timelines and tasks but has not yet had to think systematically about who to involve, who to update, and who might block the project.
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<task>
**Why it matters**
1. Explain in one paragraph why projects fail for stakeholder reasons: the wrong people are informed too late, the wrong people are involved too much, and the right people are never consulted at all.

**The two-axis map**
2. Describe the power-interest grid: two axes (power to affect the project, interest in the project outcome) and four quadrants (manage closely, keep informed, keep satisfied, monitor).
3. Give one concrete example of a stakeholder type in each quadrant for a typical internal IT project.

**Build and use it**
4. Walk through the three steps to create a stakeholder map for a new project: identify, assess, and plan the engagement approach for each.
5. Explain how often to review it and what triggers a reassessment.
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<output_format>
- Five sections as above.
- Format: prose for sections 1 and 5; a brief quadrant description list for section 2; examples for section 3; a numbered step list for section 4.
- Length: under 450 words.
- Tone: practical, assumes no prior PM knowledge.
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