As a project manager, one of your critical roles is to manage stakeholder expectations, which can be challenging, particularly in complex projects with many stakeholders. With that in mind, how do you effectively manage stakeholder expectations while also ensuring their needs are met? Saving Changes...
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Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
Michael,
if you manage expectations well, needs will change.
So both needs (and wants) and expectations depend on each other and go well together.
Often stakeholders do not know at the beginning of a project what they need, because they did not think thru the solution they ask for. But we ask them what they need and they are not trustful enough yet to say I do not know, so they tell us what they think they need at this point in time, often not being knowledgable enough to determine a solution. They might not even have a good idea about their problem.
Managing expectation therefor means first to build trust and relationship. Jointly analyzing the problem and asking subject matter experts for possible solutions. If you drive this consulting process you are managing expectations.
A good tool to accomplish this is design thinking. The job role to ask for help is business analyst. Saving Changes...
During the early parts of a project I like to focus on three things:
1) Get a detailed understanding of what the success criteria is. Specifically, what are the business outcomes. Don't focus on the effort yet, but how this initiative will take your company one step closer to reaching its goals.
2) Defining your audience. Uncover what success looks like for them, the level of impact they will feel from this project (positive or negative) as well as their expectations around the initiative. Try to look at your audience (stakeholders) from every angle relevant to your business.
3) Plot out an impact/influence matrix. A 4-by-4 structure that shows where close attention and management should be applied by the project leader as it pertains to stakeholders.
Once the foundation is set it's easier to align company goals with the goals of the teams you're working with, even if the news isn't always great for a subset of stakeholders. The key is to continuously provide unbiased and transparent communication. You will be much more respected because of it. Saving Changes...
Mehdi AlibakhshiPM Specialist and Instructor| PHSABritish Columbia, Canada
Dear Michael, As a project manager, managing stakeholders is a critical aspect of successful project delivery. Here are some ways to effectively manage stakeholder expectations while ensuring their needs are met:
1- As Giuliano mentioned: identifying and prioritizing stakeholders is critical; we have to Identify all (as much as possible) stakeholders and their needs and expectations for the project. We can prioritize stakeholders based on their influence and interest in the project. 2- Communicate regularly and effectively: establish open communication channels with stakeholders and provide regular updates on project progress, risks, and issues. Use multiple communication channels to reach all stakeholders, including meetings, reports, and status updates. 3- As Thomas mentioned, manage scope and change: Clearly define the project scope and manage changes to the scope through a change control process. Engage stakeholders in scope discussions and ensure that any changes are communicated and agreed upon. 4- Set realistic expectations by deploying step 2 and the next step: Set realistic expectations for project outcomes, timelines, and budgets based on project constraints and stakeholder needs. Avoid overpromising and under-delivering, as this can damage stakeholder relationships. 5- Involve key stakeholders in decision-making: Involve key stakeholders in decision-making and seek their input and feedback throughout the project lifecycle. This can help build trust and support for the project. 6-Manage risks and issues: Stakeholders concern about the output and outcome of deliverables, proactively identify, manage, and communicate project risks and issues to stakeholders. Address risks and issues promptly to avoid surprises and minimize their impact on the project. 7- Empathize with stakeholders: Understand the needs and concerns of stakeholders and empathize with their perspectives. This can help build positive relationships and reduce conflicts. 8- Manage conflict: conflict is inevitable in a project; Conflicts can arise between stakeholders with competing interests or expectations, and it's important to address these conflicts in a timely and effective manner to prevent them from escalating and affecting the project's success Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Michael
My fellow colleagues did provide great feedback. From my perspective, the most important thing is effective communication and transparency (example: continuous feedback loops) which will create and maintain trust, buy-in and ensure that you capture any changing stakeholders or stakeholders needs early in the game and manage them accordingly.
To the excellent responses above, I would add that using data to steer your decision making and influencing processes makes them more concrete and objective rather your opinion vs. your stakeholders'.
If I am faced with unrealistic expectations, I try to manage that by clearly explaining the constraints, how those make the stakeholder's expectations problematic, what IS realistic, and how the stakeholder could change those constraints. Finally and perhaps most importantly I give them my recommendation for how we can better meet their expectations with their help.
Often, even if your data is not as good as you would like, it still tells a compelling story and helps remove ego. I also know I will be a lot more successful getting what I need if I propose the plan rather than if one is given to me, especially if that stakeholder is someone who can remove my roadblocks from their area of influence. You are also putting them in the place to exert their influence and take credit, or at least explain how the constraints are outside their control. Saving Changes...
Anton OosthuizenSenior Business Analyst / Project Manager| Self EmployedPretoria, Gauteng, South Africa
Some great feedback but I cannot help but think that we overcomplicate the simple things. Let me just qualify that statement - SIMPLE is not spelled E-A-S-Y.
To manage expectations you need to understand them. Why somebody expects something is WAY more important than what they expect. This WHY is the key to 'What's In It For Me'.
Rami touched on it but you will never be able to manage any expectations without buy-in and you get buy-in by including people and you include people by letting them feel valued and you make them feel valued by making sure they understand the WIIFM.
Simple? Yes. Easy? No. Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
That´s the magic that a business analyst (BA) has to do, not the project manager (PM), no matter the PM has to help on that. Stakeholder Analysis is a must do activity in all initiatives and it must be started before a project starts. Just trying to add something to above comments some methods I was trained helped me a lot: Solution Selling or SPIN Selling, LAMP, Power Base Selling. You can find the documentation into internet for free. Saving Changes...
Latha Thamma reddiSr Product and Portfolio Management (Automation Innovation)| DXC TechnologyMckinney, Tx, United States
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