How can you handle a stakeholder who suddenly raises concerns about the contract's scope of work?

Listen Actively: Understand their concerns without interrupting. Clarify: Ask questions to ensure you fully understand the issue. Acknowledge: Show empathy and acknowledge the stakeholder's perspective. Review the Contract: Refer to the contract's terms to identify if the concern is valid. Assess Impact: Determine how the concern affects the project. Collaborate: Work with the stakeholder to find a feasible solution. Document Changes: If modifications are agreed upon, update the contract accordingly. Communicate Clearly: Keep all parties informed of any changes and resolutions. By addressing concerns promptly and collaboratively, you can maintain trust and project alignment.

An example of this in project management is updating the risk and issues log, as well as the change log. It helps to show each stakeholder involved how the project is going and assess if something should be added into the scope when risks and issues have been identified. If an update that wasn’t included in the original scope can prevent a risk or clear up an issue, then bringing it to the change action board and logging it on the change log helps all stakeholders be informed in a visual way, which often helps alleviate miscommunications throughout the project.

It's imperative to listen the client attentively on the proposed Scope of Work (SOW). Determining what changes are needed and why they are necessary is crucial. Sometimes these changes may even reduce costs, time, and the material mobilization that may already have been initiated. A detailed risk analysis and if required negotiations to be reinitiated if the proposed amendments affect the key areas of the contract.Post which the sought-after amendments should be documented. The final draft should be conveyed in writing to the client for their approval to ensure their satisfaction. Consequently, duties, responsibilities, commencement, and estimated completion times need to be agreed upon in writing and rearranged accordingly.

It is imperative to revisit the risk profile if changes are made to the scope. Often changes are accepted with limited impact to the plan and funding, which leaves expectations unchanged. Most changes change the risk profile by absorbing funding or schedule contingencies, or adding uncertainties. Without management understanding the new risk profile. This increases pressure on the delivery team. It is worth revisiting off-ramps to ensure changes have not made the objectives unattainable in ways that only become apparent later.