Product Operations Program ManagerBarcelona, Cataluña, Spain
I’d love to hear about the moments in your project management journey when something just clicked. Maybe it was the first time you saw a theoretical concept come to life in a real project, or perhaps it was a sudden realization that changed how you approach stakeholder engagement, risk, planning, or any other aspect of our work.
divThese "aha" moments can be incredibly powerful. What was yours, and how did it shape your thinking or practice going forward? Saving Changes...
One memorable “eureka” moment for me was realizing that stakeholder engagement isn’t just about updates it’s about building relationships. Once I started actively listening and involving them early, project alignment improved, and collaboration became smoother. That shift changed how I lead every project since.
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1 reply by Eduard Hernandez
Apr 23, 2025 3:30 PM
Eduard Hernandez
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Thanks for sharing this. It resonates with my experience too. In addition to what you mentioned, I came to realize that the buy-in from stakeholders throughout the project started by asking them their definition of success. Do not serve the dish that you think they want, ask first how hungry they are and their food intolerance ;-)
I love this prompt! One such moment for me was when I was able to explain to a stakeholder why it was important to firm up the scope and limit rounds of revision to a project up-front. She was very resistant at first because unlimited revisions were "how we've always done it," but when she understood how it saved everyone, including herself, time, it was like a breakthrough moment for both me and her. I learned a lot about how to secure stakeholder buy-in and try different styles of explanation, from that project. Saving Changes...
One memorable “eureka” moment for me was realizing that stakeholder engagement isn’t just about updates it’s about building relationships. Once I started actively listening and involving them early, project alignment improved, and collaboration became smoother. That shift changed how I lead every project since.
Thanks for sharing this. It resonates with my experience too. In addition to what you mentioned, I came to realize that the buy-in from stakeholders throughout the project started by asking them their definition of success. Do not serve the dish that you think they want, ask first how hungry they are and their food intolerance ;-) Saving Changes...
Mark D'GabrielIT Project/Program/Portfolio Manager| RetiredWaterloo, Ontario, Canada
Good issue to raise. Mine was on a very large, complex project that touched almost everyone in the company. There was a lot of confusion about which stakeholders needed to be involved where, who was really key and who was just peripheral. Even the President of the company wasn't clear on the internal relationships. You know the saying that "a picture is worth 1000 words." I realized that, instead of the traditional Stakeholder assessment, I needed a map showing each area that was involved, their relationships between each other and who was responsible for decision making. When I completed the picture it seemed so clear and obvious. I shared with the stakeholders and President. None of them seen an analysis like that, but it was much more understandable to all. It allowed us to properly organize, involve the right people at the right times, and successfully complete the work on time and on budget. Ever since then, I've used that method to ensure that we're all on the same page and no one is missed.
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1 reply by Eduard Hernandez
Apr 25, 2025 4:58 AM
Eduard Hernandez
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This is a great tip, thanks for sharing it. Visuals eat text and bullet points for breakfast :-)
Product Operations Program ManagerBarcelona, Cataluña, Spain
Apr 25, 2025 12:43 AM
Replying to Mark D'Gabriel
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Good issue to raise. Mine was on a very large, complex project that touched almost everyone in the company. There was a lot of confusion about which stakeholders needed to be involved where, who was really key and who was just peripheral. Even the President of the company wasn't clear on the internal relationships. You know the saying that "a picture is worth 1000 words." I realized that, instead of the traditional Stakeholder assessment, I needed a map showing each area that was involved, their relationships between each other and who was responsible for decision making. When I completed the picture it seemed so clear and obvious. I shared with the stakeholders and President. None of them seen an analysis like that, but it was much more understandable to all. It allowed us to properly organize, involve the right people at the right times, and successfully complete the work on time and on budget. Ever since then, I've used that method to ensure that we're all on the same page and no one is missed.
This is a great tip, thanks for sharing it. Visuals eat text and bullet points for breakfast :-) Saving Changes...
One I found really amusing was allowing executives to take credit for my own ideas. I had a situation which seemed right out of a comedy. We needed to update our baseline plan and lock it down so that some groups could continue work while others sorted out some technical details.
It did not go over well. There were many angry faces and disgusted noises from the execs in the room. One spoke up and said "It sounds like you need a design freeze." I asked what they meant and they said we should lock down the plan to what was currently approved so that so that some groups could continue work while others sorted out some technical details. Would that work? The other execs were very agreeable and smug at the wisdom of their peer.
I of course agreed because I got exactly what I asked for. I did not point that out, but rather politely thanked them for the help, and everyone else in the room who was paying attention knew what really happened. Saving Changes...
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