Challenges with micromanagement

I’ve seen this happen with highly-placed stakeholders such as Vice Presidents. In this situation, a Project Manager should explain to the stakeholder that while it’s the stakeholder’s job to describe his or her desires to the project team, it’s the Project Manager’s job to instruct the team in how to go about fulfilling those desires. Explain that the stakeholder issuing instructs to the team results in mixed messages that puts the project at risk. An explanation like this is usually enough to get powerful stakeholders to back off without causing offense.

The answer depends on the following questions. Is this practice considered a culture in the organization? Is there an approved project management framework and methodology in the organization? Is there a RACI chart for this project? answering these questions will give a clue on how to handle this situation.

Thanks for your response.
Yes, there is an approved PM framework and RACI in place. I have seen this issue in other projects in the past.

Anish -

Assuming roles & responsibilities are clearly spelled out regarding the PMs role and those have been communicated effectively with the "meddling" stakeholders, I'd suggest some 1:1 meetings are in order to better understand why they are behaving this way, and leveraging your influence and persuasion to effect a positive change.

Kiron

I also agree to some points mentioned here. PM should be the first point of contact for all stakeholders and not the team members. If the RACI matrix and communication plan is defined, then such issues won't occur.
If senior executives are doing this micromanagement and you may not deny them directly then may be regular status update on some dashboard of project management tool would help.