It's always nice to deal with cooperative stakeholders that want the project to succeed as much as you do. But what about those really antagonistic, negative and non-cooperative stakeholders more senior than your sponsor who seem to be protected by the organization no matter how bad they behave, and no matter how much you try to build a relationship with them? How do you personally handle that situation? Saving Changes...
I hear you Sante, I still remember when a senior executive asked me to hold on to implement the project until a particular stakeholder retire from service.
wow, how long did you have to wait? Saving Changes...
Anish AbrahamPrivacy Program Manager| University of WashingtonAuburn, Wa, United States
Mar 07, 2018 11:06 PM
Replying to Anish Abraham
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I hear you Sante, I still remember when a senior executive asked me to hold on to implement the project until a particular stakeholder retire from service.
Avoid or give him the lead to show off as long as the project gets delivered.
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1 reply by Sante Delle-Vergini, PhD
Mar 08, 2018 5:03 PM
Sante Delle-Vergini, PhD
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Give him enough rope you mean Kevin ;-)
Saving Changes...
Scott MacDonaldDirector Rapid Response and Mechanical Engineering| PanavisionVan Nuys, Ca, United States
In my case I try to remember that those stakeholders may have conflicting agendas. The best you can do is keep them inside the goalposts by having good approved project definition and scope. My two cents.
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1 reply by Sante Delle-Vergini, PhD
Mar 08, 2018 5:04 PM
Sante Delle-Vergini, PhD
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Very pragmatic Scott. I like the analogy of keeping them inside the goalposts; akin to keeping your friends close, and your enemies closer.
In such scenarios, apart from the risk of project failure, there is a risk of further financial implications in damage claims and loss of reputation and goodwill.
As Kiron says, the first step would be to protect the project. But I would also recommend collecting and consolidating all evidence of the project being on track (or, if not, the true reasons why the project is not on track).
Safeguarding the project, the organisation, and the project team should hold a high priority in such cases.
In short, such scenarios are a project risk that have to be accepted and have response strategies planned for.
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