As the result, some stakeholders not performed as expected so the project are on risk. Saving Changes...
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Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
As the project manager you must work on it. That is one of the key reasons to perform Stakeholder Management. Depending on the structure this is a work that must be started by the Business Analyst. Saving Changes...
Elizabeth HarrinDirector| RebelsGuideToPM.comLondon, England, United Kingdom
If stakeholders don't believe in the product, they will not be very engaged. I would work with them to try to understand why they have such low expectations of the end result and see if there are changes you could implement to make the product better. Saving Changes...
Peter RapinSubject Matter Expect; Project Delivery| Independent ConsultantOntario, Canada
Shareholders by nature will focus on issues/products that they perceive to have the most benefit and least risk to them. Your project appears not to be a priority for them. As a PM you have to show them that your project is critical to their success - success means benefit, failure means risk.
Keep in mind that complex projects may have numerous stakeholders, some of which may not be so keen on the outcome. That's where stakeholder management comes into play. If the holdout provides funding, all or in part, the project is at high risk and may have to be reconsidered. If the holdout is a junior stakeholder you may be able to get other stakeholders to apply pressure.
You have done the first part - identified the problem. Now comes the hard part - the solution. Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
It is normal that you the PM should have the highest expectations about the product of your project. You know the most about it, it is your baby, and at the core of your daily thinking. Not so for anybody else.
It will be a continuous struggle (as Sergio says) to share your passion, vision and engage with stakeholders so that they support you. Maybe some will not chime in, some may even fight your project, maybe you can get rid of them and get support from people who can help you.
It is called leadership and creates followers. Good luck in your journey.
In order to perform stakeholder management in this situation, I would look to risk handling strategies. Some examples could include:
Accept the risk - The stakeholders don't have a significant impact to the project or out of your area of control so there is either limited reason to resolve their performance or limited ability to manage it.
Mitigate the risk - Place quality assurance strategies in place to ensure their work meets expectation.
Transfer the risk - Make the low performance of the stakeholder the responsibility of their department manager.
Avoid the risk - Address their expectations directly, or assign the work to someone other than the problematic stakeholder Saving Changes...
