Rohit PrajapatiEPC Manager| Waaree Energies LimitedSurat, Gujarat, India
I often face the situations where I have to convince various functional senior managers to expedite the things or to run projects on track. But the communications often fail with those stakeholders because they are not supportive and hard to convince. Any thoughts? Saving Changes...
"communications often fail with those stakeholders because they are not supportive and hard to convince." Many project managers face this issue. An effective solution is to ask your project sponsor to intervene. The project sponsor often has more clout by virtue of position and reputation. Saving Changes...
James HallPMO/Project Management| Independent & AvailableValencia, Ca, United States
Throughout my career I ran projects using other people's people. The functional managers MUST be engaged in the earliest planning stages and should be on the status report distribution list. If I don't have their support, I won't get the time I need from their staff. I like Thomas Walenta's list of action, but they all point to engaging with the functional managers on a regular basis. They are also your best source for resources. Ask them questions, make them important to the project as the resource SME, they know their teams, their skillsets, and can help you solve problems if they have skin in the game. Saving Changes...
Khai Ng.IT PMO | IT Project Manager| TTGROUPHanoi, Viet Nam
I think there are two reasons, the first is you identified wrong stakeholders and the second is that there existed a problem with your organization working culture. Your question reflects that your project organizaton is built following Weak Matrix Model so that you had to convince functional managers to respect your project plan. In my opinion, talk to your organization executive leaders to convince them to fix the bad working culture that is blocking all projects or at least get support from them for your project. Having good relationships with them seem to be a pefect condition for your own projects but without the healthy working culture, most projects will fail. Saving Changes...
In my experience, managing unsupportive senior managers involves proactive communication and showcasing the benefits of my projects. I once had a senior manager who initially opposed a project. By sharing regular progress updates and demonstrating how it aligned with their department's goals, I managed to turn their skepticism into support. Effective communication and tangible results are key.
CAPM anyone?
PMCerts4U.com Saving Changes...
Linda MullallyProject Manager, Consultant| Strategic Technical Consultant, Project Manager, Learning FacilitatorMa, United States
I agree with the suggestions to work on building the relationship with these managers - try and identify why they are so resistant, what their concerns/challenges are, and from there, build your trust and credibility by identifying, planning and implementing solutions to these problems.
I've had success with similarly resistant senior leadership and the strategy has varied. In some situations, if the individual is not a highly influential stakeholder, and is unlikely to cause any impediments/risks to project success and your own work activities, perhaps the best route could be to simply inform them as much as possible, document your communication attempts, and either escalate if needed or move on without them. Saving Changes...
We mention how to manage and communicate with unsupportive functional senior managers and improve their support in our new book: A Project Sponsor's Warp-Speed Guide Saving Changes...
Rohit PrajapatiEPC Manager| Waaree Energies LimitedSurat, Gujarat, India
Oct 10, 2023 1:13 PM
Replying to Rami Kaibni
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Rohit
My thoughts are in line with Kiron’s. This is the best you can do when you operate in a Silo-Type environment.
RK
Sure. You covered all aspects. Thank you. Saving Changes...
Rohit PrajapatiEPC Manager| Waaree Energies LimitedSurat, Gujarat, India
Oct 11, 2023 8:03 AM
Replying to Luis Branco
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Dear Rohit Your question is interesting
They are certainly stakeholders of the project
When identifying stakeholders, what was the communication strategy chosen for this category?
You can use the Solution Selling or SPIN Selling method suggested by Sérgio, by meeting with functional managers at the beginning of a project to build relationships and define mutual expectations suggested by Kiron
Thank you Saving Changes...
GORAKHANATH WANKHEDEProject Manager| Bharat Electronics LimitedBengaluru, Karnataka, India
- Relationship building is key...In all communcation, refer it as "our project"
- Communicate clearly the timelines of expected support. Say, I need the task completed by 10th Dec.
- Appeal to their interest. What is take-sway for them (Learnings/Knowledge area)
- Instill positivity..How their timely support would help them, the project as well as organization goal
- Escalate to Project Lead Sponsor...Not to complain but to provide resources to functions where support is lacking Saving Changes...
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