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Upcoming Webinars

The Project Manager's Guide to Managing the "Difficult Sponsor" Part II

Dec 14, 2017 1:00 PM EST (UTC-5)
PREMIUM webinar

We’re often taught that our “sponsor” is the person who champions the effort and provides critical support. Indeed, the sponsor is often the one we’re to seek out for support and issue resolution throughout the project. But what do you do when your sponsor IS the problem???

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Bridging the Agile Divide on Hybrid Project Delivery

by Anton Oosthuizen
October 12, 2017 | 62:05 | Views: 2,728 | PDUs: 1.00 | Rating: 5.39 / 7

Our ability to cross this divide will define how successful the project will be. Will we deliver solutions as specified by users or will we solve business problems as expressed by stakeholders?

Business Analysis 2016: Secrets for Successful and Effective Communication with Stakeholders

by Victoria Cupet
November 02, 2016 | 60:47 | Views: 5,679 | PDUs: 1.00 | Rating: 5.53 / 7

Many organizations, including Project Management Institute (PMI), have performed studies to identify main reasons behind challenges and failures in projects. Although very often low quality of requirements as well as stakeholder management were among the top causes, the main reason behind all of them is ineffective communication.

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Save Time With Tools + Templates

Change Readiness Assessment (Japanese Translation)

PREMIUM deliverable


Salience Model Based Stakeholder Register

PREMIUM deliverable
by Stefano Talamo

This template can be seen as an extension of a typical stakeholder register (general information and level of interest/engagement), enriched with classification regarding a salience model.

Communication Plan

PREMIUM deliverable
by Stefan de Vries

If your project involves many persons or groups divided over different locations or time zones, it is advisable to create and maintain a communication plan. This will give a clear view over what should be communicated, who should transmit this information, and when and how it should be sent. You can start defining the communication plan once the stakeholders (and their needs) are identified, which is normally in an early stage of the project. This document lets you plan different types of communication within your project.

Project Status Update (Presentation)

PREMIUM presentation
by Daniel Grzybek

This presentation template is a formal customer-facing status report used for medium to larger projects, or for reporting multiple projects with the same stakeholder audience.

Privacy Policy Checklist

PREMIUM checklist

Protecting your customers' personal data should be job one. If you don't have a privacy policy in place, you need to do that five minutes ago. This checklist will help ensure that your privacy policy will be successfully put together, rolled out to the troops and followed.

Learn From Others

Common Pitfalls to Avoid During the Contracting Process

by Vivek Gondi

The success of a project depends on the processes that are followed, the people who execute them and the contractual terms and conditions. This subject is all the more relevant to companies who take up work with little background and experience. Understanding some of the common pitfalls that should be avoided by sellers is essential.

The 10 Secrets of Customer Dispute Management: 'Compromise'

by Kevin Joyce

In business, disputes happen. They are an unfortunate, but inevitable, consequence of the financial interests of the supplier and the customer. What happens when we, as project managers, are faced with a customer who says they are not happy, who refuses to pay or who threatens legal action? What steps can we take to address this challenge?

Purpose as a Lens for Finding Project Success

by Devin de Lange

A project initiated with a clear goal in mind turns into a series of tasks to be completed. The focus shifts from the client’s needs and their purpose to getting the work done. The problem? The project purpose and client’s needs should be what is driving each task throughout the project, which often isn't the case.

The First Thing to Do When Setting up a PMO

by Hussain Bandukwala

Setting up a project management office is daunting. If you want your PMO to be accepted by your organization and get its permission to exist, you must focus on determining why your PMO is really needed.

Project Manager Accountability

by Andy Jordan

Project management is changing. Is it also time to change what a PM is accountable for and where that accountability lies?

External Teams: The Path to Success

by Anju Aggarwal

All organizations, no matter how large, have limited resources. All successful companies and teams, no matter how skilled or diversified, perform certain tasks very well and others not as well. By collaborating with external teams, companies can focus on what they do best and let their partners complement them in areas where they do not have core competencies.

The Benefits of Visual Communication

by Paul Baumgartner, PMP

Project managers are well-equipped to add unique value to their projects through their visual communication abilities. Read on for two practical examples.

Topic Teasers Vol. 99: The Emotional Payroll

by Barbee Davis, MA, PHR, PMP, PMI-ACP, PMI-PBA

Question:I’m an agile lead working with a traditional project manager on a hybrid project for an outside customer. Each time we all three meet, the PM brings out so many risk charts—and explains the potential pitfalls and recent statistics in such a negative way and with such an emotional tone and facial grimacing—that the customer is almost panicky when he leaves. Agile is all about embracing the potential for risk, but how can I speak to someone on my peer level about changing his behavior and message so that the customer feels appropriately informed while still confident in the team and our progress when he leaves?
A. Agile teams may work for some types of small software projects. However, other projects cannot possibly be completed successfully without careful preparation and constant monitoring of analysis checklists, risk registers and SWOT analyses. The information gathering techniques and diagramming techniques can also deteriorate the project if the correct ones are not implemented.
B. The suggestions in A Guide to the Project Management Body of Knowledge (PMBOK® Guide) are only intended to be suggestions. In reality, no actual projects use them. Instead, a project manager will have the highest percentage of successful undertakings by simply relying on the already existing practices found in the organization. They are the reason this enterprise thrived in the first place.
C. You need to talk to your co-lead on this hybrid team about being on the emotional payroll and why his current behavior is not good for the project. It’s uncomfortable talking to a peer about this, but it is better than the entire project failing or the customer experience being negative and thwarting future contracts with this client.
D. Since agile and traditional project management are so different, you two should take turns meeting with the customer for the updates. In this way, you won’t have to witness the behavior that you find unacceptable. If the customer does panic at the unconsciously scary message of doom and gloom delivered by your colleague, he can take it up with his boss.
Pick your answer then Test Your Knowledge!

Your Communication Strategy: The Key to Motivating People

by Miguel Jimenez

We need people to feel important, involved and included in every phase of the project from the beginning. The way to keep them motivated is to have an effective communication management strategy.

Project Estimations: Theory vs. Reality

by Wilson Ngan

Your cost, schedule and resource estimates need to be realistic. But for this practitioner, that wasn't always the case in an effort to garner sponsor and customer approval. What would you do in this situation?

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Discussion Rules

Recent Questions

Topic Originator Last Post Votes Replies
They have had to work with resources that really do not contribute any value to the project, and that by express directives of top management they have to continue with them, What do you think, what   Eduin Fernando Valdes Alvarado  Nov 20, 2017 7:15 PM  12 
PM Performance.   Alejandro Valdes  Nov 18, 2017 1:24 AM  13 
You should always escalate problem, not person. But what if the person is the problem?  Anonymous  Nov 3, 2017 5:24 AM  14 
International Project Management Day 2017  Andrew Craig  Nov 2, 2017 12:57 PM 
Fear of losing skills  Mirza Mohibulla Baig  Oct 29, 2017 7:32 AM  24 
How can we help clients understand their role in meeting deadlines?  Keith Emery  Oct 20, 2017 5:00 AM  17 
PM in Soccer  Carlos Eduardo Escobar Muentes  Oct 11, 2017 4:28 PM 
Human Resources Plan  Salvatore Castellano  Oct 4, 2017 12:26 PM 
What tool or technique could you recommend me to gather opinions and evaluate how stakeholders felt with the project once it is closed?  Manuel López Arredondo  Oct 4, 2017 2:19 AM 
it is a fatal mistake not planning communications to all stakeholders ..from your Experience and P.O.V what kind of risks may pop up accordingly ?  Rand Mesmar  Sep 29, 2017 5:46 PM 
How to effectively deal with a customer who is haughty and prepotent on a PM standpoint?  Manuel López Arredondo  Sep 25, 2017 2:06 PM 
Can project manager do straightforward communication on deadlines  SHARATH BHAT  Sep 24, 2017 12:04 AM 
Are you familiar with "Brainwriting" as a divergent tool for generating ideas?   Teresa Lawrence, PhD, PMP, CSM  Sep 13, 2017 7:31 AM 
the human resource management K.A. is suppose to be subsidiary of stakeholder management K.A...?   PAVANKUMAR POKURI  Sep 6, 2017 8:33 AM 
Stakeholder Management Plan and sensitivity of information therein  Betsy Green  Sep 5, 2017 12:39 PM 
Research in the field of Project Portfolio Management   Vrushank Buch  Aug 27, 2017 12:14 PM 
What are strategies used to deal with silent and difficult stakeholders in a project?  Amantle Nyangane  Aug 26, 2017 8:53 PM 
Complete change of customer's project team  JOSEE DUFOUR  Aug 24, 2017 10:56 AM  10 
Large Scale ERP or Digital Transformation Programs  Mikel Steadman  Aug 18, 2017 3:31 PM 
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