How can you meet stakeholder demands while maintaining program quality?

While we value our stakeholders' contributions to the program, we need to stand guided by the objectives of the program/project, our core values as an organization, the interest of our donors as we should remain accountable to them. I have noted that sometimes the demands from our stakeholders are personal which totally have negative impact to the overall program outcomes so we should push back on such diplomatically without bruising each other as that will also affect our working relationships. Let us aim to clear all the grey areas at the start of the actions through kick off meetings and joint planning. We should also be as transparent as possible and never commit/raise expectations to what we will not be fulfill.

Una buena práctica es no prometer nada que no sea posible lograr. Otra buena práctica es un diálogo cercano y honesto entre las partes sobre expectativas.

To maintain robust government relationships while ensuring quality, our strategy involves stakeholder engagement throughout project cycles, emphasizing their participation in key activities. Regular updates and report sharing enhance transparency. Joint monitoring visits, including government representatives, provide firsthand insights and foster collaboration. Formalized Memoranda of Understanding stimulate intentional involvement, outlining shared responsibilities and goals. This approach aligns with humanitarian principles, ensuring a professional and values-driven partnership.

Meeting stakeholder demands while maintaining program quality requires effective communication, collaboration, and strategic decision-making. Start by clearly defining and prioritizing stakeholder expectations, involving them in the planning process, and regularly updating them on progress. Ensure that the program is designed with quality in mind, adhering to industry standards and best practices. Continuously monitor and assess performance metrics, and be willing to make adjustments as needed to align with stakeholder needs and maintain program quality. Additionally, fostering a culture of transparency and accountability within the team can help strike the right balance between meeting demands and upholding program excellence.

I believe what is primary here is by first documenting what is considered to be the definition of quality as well as the actual scope in alignment with the business case. In addition, if you employ agile as well then documenting the definition of an MVP first would be critical so that any changes can be logged in the change log as well as approved appropriately. This way, stakeholder demands are maintained as well as maintaining program quality.

Have a solid Change Management and Risk Plan upstream. This needs to be well documented and communicated to both internal stakeholders and customers. Many on this thread have already spoke about the triple constraints, communication etc which is also very important. We can’t run away from changes in customer ask/ requirements and just have to have a path to manage it accordingly so that both internal stakeholders and customers will buy into it and have a viable path to deliver value and generate revenue.

I go a step further, by saying to each stakeholder: "In order to deliver this programme on time and to budget, you/your team will need to deliver/contribute to X, Y and Z by A, B and C dates. Is that feasible, given your other workloads? If not, we need to have a wider business discussion around priorities. We may need to re-time this programme, and we will need to align other stakeholders on that." That can provoke some uncomfortable conversations, but it's better to have them early on, rather than later when we're behind schedule and budget and people are frustrated. Don't rely on the fact that stakeholders have approved the business case. That isn't confirmation that they have capacity to support the programme effectively.

I completely agree with the importance of clearly defining and communicating the program scope. Setting out the deliverables, benefits, and objectives at the outset is crucial for ensuring alignment with organizational goals and stakeholder expectations. In addition to a program charter or management plan, engaging with government and non-government stakeholders through periodic briefings, such as knowledge-sharing meetings, will be helpful for an adaptive management approach, ultimately contributing to the overall quality and success of the program.

Quality suffers when there is noise and gaps in communication. However robust your plans, and scope definitions are, if they are not communicated effectively downstream to the team, quality cannot be achieved. Without resorting to lengthy process documents, complex verbiage and unclear instructions, program manager has to communicate the expectations in crisp and understandable way to the team

Work with stakeholders to prioritize their requirements and expectations. Differentiate between "must-have" and "nice-to-have" features to ensure that the most critical elements are addressed first. Prioritize tasks and activities within the program based on their importance to meeting stakeholder demands and program quality standards. Focus on high-priority tasks first.

When you handle large-scale programs that drive high revenue and are in a high growth phase, there are always tradeoffs that need to be made. This is where a program manager uses the advantage of their high awareness of the integral threads that help drive the program through smart decision-making. 1) Quantifying the impact of each line item 2) Transparently showcasing the impact and goodness to all stakeholders 3) Communicating clearly with stakeholders on what can be picked by data-backed prioritization 4) Setting timelines and following through completion of timely deliverables 5) Being open to critical changes that can come along the roadmap provided they are business exigencies and being able to align stakeholders to incorporate them

You should also create a component dependency map with priorities mapping the stakeholder demands to get an optimized schedule of the program to achieve the goals in an effective manner

Agility will require that we adjust plans, and possibly modify strategies along the route. These adjustments don't change the goal but insure that goals remain within reach. While controlling tracks and acquiring new knowledge by the stakeholders, it is a good moment to challenge opportunities and review communication dynamics. This will allow the stakeholders to deepen their knowledge and fortify their ability to control and understand the process that is being created or improved. Bear in mind, however that every new system, every new knowledge requires time and practice before it is truly understood. Their participation will be crucial for the overall implementation of the program.

There are many ways to do this, and it is dependent on the type of project, the organisational processes and the project methodology. You can use "must-have" and "nice-to-have", below-the-line and above-the-line, minimum viable product (MVP) and backlog, etc. It is critical to define the methodology upfront and ensure that each team member and stakeholder is trained in the selected methodology.

Some of the things you can immediately do: ??♀?Define clear roles and responsibilities for your program team. Ensure everyone knows their part. You may need to broadcast this to other teams too, which would help further boost their confidence. ????Provide guidance, resources, and help when needed. ???Encourage open communication and teamwork among team members. ??Acknowledge and reward your team's hard work and achievements. ?? Create a positive, trusting relationship with your team based on respect and feedback. Listen carefully and manage emotions and feelings. I believe we as program managers needed this support, so why not be a pillar for your team?

Jamais improviser des postes selon la disponibilité des fonds et non de la nécessité. Définir chaque poste brièvement selon les activités et responsabilités au début même. Au recrutement, le manager devrait expliquer clairement les achèvements attendus selon chaque délais et indicateurs de son évaluation. Discuter du besoin de renforcement de capacités si besoin il y a. En connaissant mieux les forces et faiblesses de chacun, vous pouvez déléguer plus facilement. Au début, accompagnement plus serré et observation. Corriger toujours en aparté. Donner des orientations si nécessaires. Pour le respect et la confiance de son staff, réduire les interactions avec les parties prenantes qui sont de leur ligne hiérarchique.

In my experience, empowering the program team requires delegating authority to make decisions and holding them accountable. Regardless of position, team members could continually coach and mentor each other through support and guidance, avoiding undermanagement and micromanagement. A team feels empowered when we trust them and convey that we celebrate success as one team rather than policing.

For me, good leadership is about finding the best analytical approach while still caring about the people on the team. I think it is important to understand the unique strengths and blind spots of my team members and direct reports. Knowing how to work with a range of experience, skills, and working styles plays a big role in the team success.

In my experience, to involve and empower my program team, we use to have a weekly meeting where each one is invited to share activities on going, status and accomplishments with all others team members. This is an opportunity to support, foster collaboration and communication.

Data is a must. Agree on the relevant metrics for assessing the program. Along with this having: 1. Clear Objectives: Define precise program goals and expectations. 2. Data-driven: Use metrics and data to assess progress. 3. Stakeholder Involvement: Engage stakeholders for insights. 4. Regular Updates: Keep stakeholders informed on progress. 5. Adaptability: Adjust strategies when needed for better results. 6. Continuous Improvement: Always seek ways to enhance the program.

It is critical to agree on the measurement metrics upfront and ensure that the team and stakeholders understand how it works. Use the metrics often so that everyone is familiar with progress. Most importantly, ensure the metrics reflect the scope and can support the requirements traceability.

I have personally utilized the following metrics: - Frequency/Impact of Change Requests; - Indices of Stakeholder Satisfaction; - Index of Program Agility; - Quality Metrics, including Defect Frequencies, Rework Levels, Compliance Rates etc; - Scope Creep Index; - Delivery Performance Index. These metrics have been instrumental in assessing and guiding the performance of programs under my management. Please remember, that the goal is to actively use these metrics for in-depth analysis and regular review with the team, rather than merely compiling data for visually appealing dashboards. The value of metrics lies in their utility for continuous improvement and decision-making.

Actually,I agree with you .Another thing incorporating their voices and being able to use them for decision making and adaptation.The voices will be geared towards ensuring program quality, satisfaction level, ownership and sustainability of the interventions

Le suivi de la performance d'un programme est un défi récurrent dans toutes les organisations. Il est crucial de choisir des indicateurs pertinents et maintenables, qui soient significatifs tant pour les équipes de projet que pour les sponsors et décideurs. Des indicateurs concrets tels que le suivi des dépenses, l'évolution temporelle des jalons, ou les modifications du périmètre, sont souvent plus parlants. Cependant, il faut se méfier des pièges des mesures subjectives, comme le pourcentage d'avancement des activités, surtout lorsqu'elles ne sont pas directement liées à des livrables tangibles tels que des études, prototypes ou contrats.

Continuous Improvement mind set is one of the key skills every program manager along with the entire team should have. I usually reflect on my learning from each phase gate on what went well and what has to be improved, we lay action plan or standard work, so we improve day to day. End of each project having a clear retrospection and learnings log which will be recorded for future reference, on same instances.

Change is constant. Hence, taking input and being adaptive means you are progressing. Some tips that would help you constantly check in to ensure everything is on the right track: ?Regular Reviews: Continuously assess processes for bottlenecks or inefficiencies. ?Streamline Workflow: Simplify complex steps for better productivity. ?Tech Updates: Utilize JIRA, ADO boards, etc. to automate tasks and improve accuracy. ?Training: Invest in team skill development for better results. ?Feedback Loop: Gather input from team members and stakeholders to refine processes. ?Adapt to Change: Be ready to adjust strategies when circumstances shift. You are the glue that bring all together.

Adaptive management system in project management is one of the strategies to accommodate the stakeholders demand and context. I was part of in one of flagship program where we used adaptative management system to revise and adjust the project activities to respond to emerging issues and stakeholder demands. While revising the project activities the overall project goal that is lifting people out of poverty is not affected.

Follow latest Agile 6.0 principles and practices to improve ongoing program processes by 1) Inspect and Adapt (I&A) with regular retrospectives and reviews. 2) Value Stream Mapping: Conduct value stream mapping to visualize and understand the end-to-end flow of value in the program. 3) Agile Release Trains (ARTs) and Teams: Review the structure of Agile Release Trains and teams. Ensure that teams are cross-functional, have clear objectives, and can work autonomously. If needed, adjust the composition of teams or the way they collaborate to improve overall program effectiveness.

Taking the time to understand the ‘how we get X done’ for each contributing team and/or individual presents an opportunity to build program processes that integrate with their workflows. Upside being; 1. Reduced duplicative effort 2. Removing friction between work being done and that work being recieved & understood by wider stakeholders 3. Meeting consolidation / async co-agreed working arrangments 4. Higher program process adoption (as stakeholders feel and are being heard) 5. Set’s the tone across the program working group that PMO are here to support and get out of the way of great work getting done

None of these things matter if the Program Manager and the team lose sight of the primary objective of delivering on the investment value proposition. The team exists to deliver a program efficiently, completely and within the costs/time/quality/social license/enviro constraints. A team culture that understands its raison d'être and maintains a daily focus on preserving and adding value, is a team I want to be part of.

What helps me a lot in the past is to map stakeholders demands onto the program goals directly using a sort of a traceability matrix. In that way, you can ask them effectively to choose their own fate - whether they see any connections between their wishes and what the entire organization expects to achieve. With the proper facilitation of the discussion, this approach is extremely good for prioritizing and solving ongoing conflicts.

“Change is the only constant thing” Once we realise this, it becomes much a motivating factor to keep adapting to changing needs. Therefore, we must learn to unlearn that no one size will fit all. We must keep sensing the pulse of project and try to keep up how this is going to impact all in either right or left direction and use the right tool keeping always in mind that purpose of project js to deliver ROI !

Balancing stakeholder expectations and program quality is crucial for a program manager. Regularly review and refine processes, engage stakeholders, and empower your team. Embrace flexibility and data-driven decisions to ensure alignment with stakeholder needs while maintaining program excellence. Be data-driven and bring the right information to the right audience and forum. This is crucial as it makes or breaks the decision-making process. With a curated approach for each audience, your influence will grow with trust. Performing analysis and understanding your stakeholders and their priorities is a key input to the above.

To address stakeholder demands while maintaining program quality, it is essential to focus on effective communication, engagement, and collaboration. By understanding stakeholder needs, managing expectations, and ensuring their involvement throughout the program, you can strike a balance between meeting their demands and delivering a high-quality program. Regular feedback, monitoring, and continuous improvement are vital in achieving this equilibrium.