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Undervaluing the stakeholders' attributes, salience, and potential to impact a project during its planning and execution may result in stakeholders' dissatisfaction, distrust, and opposition, leading to project controversies, cost overrun, schedule delays, and even project cessation. The existing stakeholders' management typologies due to their inherent limitations are unable to provide the project managers with an optimal and comprehensive solution. The present study proposes a framework to improve the stakeholders' management process by a novel way of mapping stakeholders' attribute-based salience and potential impact probability into a dynamic stakeholder relational matrix. The framework was validated through a case study conducted on a mega-highway project from China-Pakistan Economic Corridor. The data was collected through a questionnaire survey and analyzed using SPSS. Twelve stakeholder groups with 36 stakeholders were identified. Stakeholders' salience index and stakeholders' impact probability were computed and mapped in the stakeholders' salience assessment matrix (SSAM). The findings revealed significant dominance of the political hierarchy, project management, and defense services in the alignment selection process. Environmentalists, community, local authority, and non-governmental organizations were found deprived of reasonable participation opportunities, and their presence is often undermined and neglected in the selection process. However, the logical stakeholders' classification and corresponding relational and engagement strategies offered by SSAM are expected to compensate the disparity and improve transparency in the decision process. This study contributes to the existing body of knowledge by proposing a comprehensive framework that integrates stakeholders' salience, potential impact, and relational strategy simultaneously. The framework is expected to aid project managers during crucial project decision-making stages to assess stakeholders, their participation provisos, and desired engagement approaches. The proposed framework exhibits the requisite flexibility for its application on diverse infrastructure projects with certain project-specific modifications. Key words: stakeholder, highway alignment, salience, China-Pakistan Economic Corridor (CPEC), decision-making. La sous-evaluation des attributs, du pouvoir d'influence et du potentiel des parties prenantes d'avoir une incidence sur un projet au cours de sa planification et de son execution peut entrainer l'insatisfaction, la mefiance et l'opposition des parties prenantes, ce qui peut mener a des controverses, a des depassements de couts, a des retards d'execution et meme a la cessation du projet. Les typologies de gestion des parties prenantes existantes en raison de leurs limites inherentes ne sont pas en mesure de fournir aux gestionnaires de projet une solution optimale et complete. La presente etude propose un cadre visant a ameliorer le processus de gestion des parties prenantes par une nouvelle facon de cartographier la preponderance des attributs des parties prenantes et la probabilite d'impact potentiel dans une matrice relationnelle dynamique des parties prenantes. Le cadre a ete valide au moyen d'une etude de cas realisee sur un mega projet routier du corridor economique Chine-Pakistan. Les donnees ont ete recueillies au moyen d'un questionnaire et analysees a l'aide de SPSS. Douze groupes de parties prenantes, incluant 36 parties prenantes, ont ete identifies. L'indice de preponderance et la probabilite d'impact des parties prenantes ont ete calcules et cartographies dans la matrice d'evaluation de la preponderance des parties prenantes (<< stakeholders salience assessment matrix, SSAM >>). Le resultat a revele une predominance importante de la hierarchie politique, de la gestion de projet et des services de defense dans le processus de selection de l'alignement. Les environnementalistes, les collectivites, les autorites locales et les ONG ont ete prives de possibilites raisonnables de participation, et leur presence est souvent compromise et negligee dans le processus de selection. Toutefois, la classification logique des parties prenantes et les strategies relationnelles et de mobilisation correspondantes offertes par la SSAM devraient compenser la disparite et ameliorer la transparence du processus decisionnel. Cette etude contribue a l'ensemble des connaissances existantes en proposant un cadre complet qui integre simultanement l'importance des parties prenantes, leur impact potentiel et leur strategie relationnelle. Le cadre devrait aider les gestionnaires de projet a evaluer les parties prenantes, les conditions de leur participation et les approches de mobilisation souhaitees au cours des etapes cruciales du processus decisionnel. Le cadre propose presente la souplesse requise pour son application a divers projets d'infrastructure avec certaines modifications propres a chaque projet. [Traduit par la Redaction] Mots-cles: partie prenante, trace routier, importance (<< salience >>), corridor economique Chine-Pakistan (CECP), prise de decision., Introduction Effective and efficient stakeholder management is an essential element of project management (Aaltonen 2010). The diversity of project stakeholders often results in conflicting values and objectives, thus creating the [...]