How do you manage project sponsors and stakeholders?

Stakeholder identification is crucial for successful project management. Begin by defining the project's scope. Brainstorm potential stakeholders, considering internal and external parties. Categorize them based on influence and interest. Conduct stakeholder analysis to understand their needs, roles, and potential risks. Engage stakeholders through interviews, surveys, or workshops. Use stakeholder mapping to visualize relationships and dependencies. Regularly review and update the stakeholder list as the project progresses. Active involvement and clear communication foster stakeholder satisfaction and project success.

The identification of the stakeholders is important, bearing in mind how important a project is, and the consequences of neglecting a stakeholder. It is important to understand that Stakeholders varies from those who can affect the project, to those who could be affected by its outcome. Most importantly, we must understand that the stakeholders are in different forms- individuals, groups or organizations. They can be internal, external, primary or secondary, senior or junior etc. Most at times, the worst mistakes comes from the non identification of the internal stakeholders. It is important to use the project charter, Historical Stakeholders register, Contract docs., Process asset docs., brainstorming, project sponsors, & regulations.

Identification of stakeholders is one of the crucial steps. Power influence matrix can be used to manage the stakeholders and sponsors.

Identifying the sponsors and stakeholders is more than simply who "who." This step also includes the very important "why." I find it very important to determine the motivations of the sponsors and stakeholders, their goals, what they value, what they hope to accomplish, and what matters to each of them individually - and as a group. Only by knowing the answers to these questions am I then able to determine how to manage them, pitch to them, what to offer and why.

From the power influence matrix, we can map the stakeholders depending on the power and influence they can have in the decision making process. Engaging with the right one can have a substantial impact.

Identification of stakeholders must be backed by stakeholders assessment matrix. This enables you to identify the powers/influence, and needs/interest of the stakeholders. It will also help to you identify the best way to manage each stakeholder. A supportive stakeholder my mot have influence, but an influential stakeholder my not be supportive. There none active but destructive stakeholders, while there are active but nondestructive stakeholders. This analysis will help alot.

In my business practice I say that every client I interact with - which includes sponsors, stakeholders as well as my team in my organization - are equally prioritized. Think of a Jenga tower. While there are certain "corner" pieces that might lead to the entire tower falling sooner, with enough ancillary pieces out of place the tower will still fall. Placing too much energy in a few key places can lead to neglect elsewhere, many ancillary pieces falling, and an entire collapse of the tower. What I do attempt to do is to ensure that I satisfy the needs of the "high power and high interest." It is important to manage everyone's expecations; which I do by under promising and overdelivering.

In my business practice I say that every client I interact with - which includes sponsors, stakeholders as well as my team in my organization - are equally prioritized. Think of a Jenga tower. While there are certain "corner" pieces that might lead to the entire tower falling sooner, with enough ancillary pieces out of place the tower will still fall. Placing too much energy in a few key places can lead to neglect elsewhere, many ancillary pieces falling, and an entire collapse of the tower. What I do attempt to do is to ensure that I satisfy the needs of the "high power and high interest." It is important to manage everyone's expecations; which I do by under promising and overdelivering.

Through my work experience I have personally witnessed the strong impact that effective, direct, face-to-face communication has on the customers experience (perceived or otherwise). The actual presentation/demonstration of your price quote/proposal to the customer is one of the most important steps in closing a deal. It is always in the salesman’s best interest to present these things in person, ideally during a brief scheduled meeting. Anyone can fire off an email & your customers are likely receiving similar messages/inquires all the time. At the end of the day, people want to do business with someone they know & trust, a friend if you will. If you can make the customer your friend, you can make them buy or do anything you want.

In my experience stakeholder or sponsor engagement is key to the successful launch of any product, project or program. Implementing a stakeholder analysis template to evaluate stakeholders posture and level of influence can allow you to anticipate stakeholder decisions avoiding poor coordination and frustration.

This is the most important step in engaging your program sponsors and stakeholders by frequent communications via regular touch points discussions and transparent reporting using tools like PowerBI dashboards. Most importantly listen to the feedback and adjust at the start of the program and align the client expectations in line with the requirements.

In engaging stakeholders, communication needed. Communication is said to have occured, when the receiver understands the information to give feedback. Hence, one must consider the locations of the stakeholders, their time difference, what they expect to hear, or what they should know, their acceptable means of communication, when and how to communicate.This is where communication plans comes in. Re all that there are stakeholders who rank more than others, and there are the less influential, who can disrupt the project. The best way is to be honest, straight to the point, & better still, communicate to all at the same time, and allow them to ask questions & make inputs. Dont forget, some stakeholders might need more explanation.

Depending on the setting, cultural considerations can play a key role in stakeholder engagement. This can be particularly relevant with regard to allowing stakeholders to feel heard and respected in front of other stakeholders, or in relation to important community, historical, religious, or spiritual matters. Experience has shown that a genuine interest in the people impacted by a project makes a significant difference to how your communications are received.

During the project, it is important to ensure that each stakeholder buys to the objectives, aims, goals and deliverables of the project. Sometimes this part seems more difficult because within the cause of the project stakeholders tend to start initiatives which when not carefully considered, could alter the defined milestone. This is why, the RACI matrix is important. Not only that, sometimes driver (Project Manager) could get confused due to numerous suggestions and interest. Do not fail to compare the suggestions with the initial project Charter, and defined deliverables. Professionalism is required to manage conflicts. Many a times, it is advisable to use a win win approach, without deviating from the goals, but to restore focus.

This is often a negotiation process. For the project to succeed and be completed all parties must "buy-in" and approve. This means having their various needs met and often compromises from one or both sides. Being clear about roles and responsibilities from the beginning of the process can help to eliminate confusion along the way. Similarly, keeping all parties updated with detailed emails (so that it is clear and in writing) is also helpful to eliminate confusion and give all parties an equal opportunity to object.

Changes may occur, and changes will for sure occur. But yet, changes comes with time, money, and could affect quality. These factors must be considered when evaluating any change request. It is very important that a PM evaluates every change, prior to approval, and also to stop any change under implementation without approval, and to review and evaluate the consequences. Remember that your goal I'll not just to be finish the project, but to finish the project within the expected, resources, and quality, while maintaining safety clean sheet. When implementing changes, stakeholders management and communication is very important. Changes can be a key stakeholder, project scope, deliverables or otherwise.

The key word here is WITH. Your sponsors and stakeholders must be able to see that their roles are appreciated openly and even publicly. You may take this opportunity to your advantage by laying the groundwork for your next project.

The key is to make sure all stakeholders and or sponsors are completely on board with the projects objectives and will be condid in their respective contributions as the project works it's way thru to completion. Communication with the stakholders and or sponsors is most important during the Project life cicle. When appropriate ask the stakholders and or sponsors for their advice. Repect their buy in.

Effective communication as a CSPO involves transparency, contextualizing value, presenting alternatives, visualizing impact, providing data and insights, engaging in dialogue, mitigating risks, collaborative decision-making, and continuous updates. These approaches help stakeholders understand the high price and potential trade-offs, fostering mutual understanding and alignment for project success.

It is important to remember that performing thorough stakeholder analysis is important during planning but this may change throughout the project and require reassessment. A power/interest grid can be a good tool to identify and classify stakeholders that is easy to adjust as the changes occur.