How do you deal with stakeholders/project team members who are not responding and prioritizing other activities over the project tasks? Saving Changes...
Sometimes, instead of asking "why," perhaps we should ask "what." What are their priorities and what are their main values? When we can answer the question of "what," perhaps we will understand the reason for "why." In project management, it's always about delivering value to stakeholders, and values are always related to prioritization. Saving Changes...
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Chitranshu, sometimes stakeholders and/or team members might not respond or prioritize tasks due to lack of resources or support so it's important to make sure they have the necessary resources, training, and support to fulfill their responsibilities effectively. Saving Changes...
Sometimes it helps to identify who is setting the priorities for people you need to support your projects. This is especially true in matrix type organizations.
It is quite common for senior leaders who charter projects to identify something as a high priority, while it is considered a much lower priority at the working level. The individual team contributor is usually given priorities by their 1st and or 2nd level functional management and they are just stuck in the middle. That is the level where the PM needs to focus their attention to get the right engagement rather than trying to set priorities from the bottom up.
When asking for help at the management level, make sure you explain the value of the project, the risk from the support you lack, the very specific support you need, and who you need it from. All business, not personal. If there are just not enough resources because everything else is also a top priority, then at least you can be honest about that constraint. Evaluate your plan, adjust as best you can, and provide your progress against a real rather than fictitious plan. Saving Changes...
I believe it is critical to examine and assess the stakeholder mapping, as well as work closely with our 'internal' stakeholders, who will ultimately determine the success of our project. One method to handle the issue is to engage them and create a communication strategy that works best for everyone. A regular project update, celebrating accomplishment, and identifying and addressing barriers may also help stakeholders engage more actively. Saving Changes...
Product Operations Program ManagerBarcelona, Cataluña, Spain
Good points already made by peers Keith Novak, Kiron Bondale and Rami Kaibni. It is important to know your stakeholders and apply the type of leadership needed. Does he need full support (directive) or is he someone senior (supportive) who is struggling with the workload? Analyze and act accordingly. Saving Changes...
One effective approach I've found is scheduling a meeting, preferably face-to-face or on camera. During the meeting, I empathize with their perspective on the project and offer to adapt communication to their preferences, whether it's via email or text. I see this as a combination problem of me failing to sell the project and the stakeholder potentially being overwhelmed and not communicating their evolving needs effectively. If there's no improvement, I escalate the issue following established processes. Saving Changes...
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