Hier erfahren Sie, wie Sie Fristen und Projektzeitpläne effektiv mit Stakeholdern besprechen können.

Definir expectativas no trabalho é essencial para garantir uma comunicação clara, aumentar a produtividade e evitar mal-entendidos. Seja Claro e Específico, defina metas específicas, mensuráveis, alcançáveis, relevantes e com prazo definido (SMART). Detalhe o que precisa ser feito, como deve ser feito e por quem, assim como os prazos relevantes. A comunicação deve ocorrer através de reuniões para analisar expectativas e atualizações. Importante também estabelecer prazos e entregas realistas. Definir priorização, prorrogar prazos quando possível e necessário, ser flexível e compreensivo com as intercorrências também é fundamental.

No solo establecer expectativas, creo que es crucial el hecho de asignar roles, siendo estos roles lo más naturales posibles, cada uno podemos aportar valor pero de desde lugares distintos, saber los roles de cada uno y que el equipo sea consciente nos ayuda a establecer metas realistas y cumplir objetivos, siendo todos importantes y parte del objetivo

To discuss deadlines and project timelines with stakeholders effectively, set clear expectations from the start. Communicate the project scope, key milestones, and deliverable dates transparently. Explain the rationale behind the timelines, including potential risks and dependencies. Regularly update stakeholders on progress and any changes that may impact the schedule. Encourage open dialogue to address concerns and adjust plans as needed. By setting and managing expectations, you foster trust, ensure alignment, and increase the likelihood of meeting project goals on time.

Defining expectations and identifying bottlenecks leads to peak performance - and hopefully - more predictable outcomes. Here’s to the excellence mindset.

Es importante que antes de discutir los plazos, se comprenda perfectamente los objetivos, restricciones y prioridades para estar en posición de presentar datos y hechos que respalden los argumentos; así como mostrar estimaciones realistas basadas en hechos históricos o análisis previos. Posteriormente, si los plazos son inflexibles, hay que hacer propuestas o soluciones creativas, identificar división de tareas para delegar y compartir responsabilidades en el equipo de trabajo. Tener un enfoque y beneficios mutuos o ganar - ganar para buscar acuerdos que beneficien a ambas partes. Finalmente, destacar presentando en tiempo y forma con los plazos acordados. Si se puede con antelación mejor, para hacer ajustes o tomar decisiones al respecto.

Stakeholders need facts and transparency. The need for weighted timelines is essential for projects that have several moving parts. Keeping the stakeholders in the communication loop is a must, bi-weekly or weekly, depending on the project. I have found monthly is too long without communication on any project.

Unless stakeholders understand the logic behind the process, milestones & timelines, they won’t feel as partners in the project and they will not be understanding to any pitfalls that come along. This is why be completely honest about all the deliverables is crucial. Because once stakeholders feel like partners they will lean into the process and actually help resolve issues instead of acting as blockers to the success of the project.

Honesty from the start of any project is the foundation. When deadlines and expectations are discussed transparently, the relationship between all parties is fortified and establishes boundaries with mutual understanding up front.

La transparencia es fundamental en la gestión de plazos en la cadena de suministro. Como consultores tecnológicos, es nuestra responsabilidad justificar claramente los plazos propuestos y explicar el proceso de programación. Compartir cualquier incertidumbre o dependencia de manera abierta es esencial para generar confianza y asegurar que las expectativas se gestionen de manera responsable. Esta honestidad no solo fortalece las relaciones con las partes interesadas, sino que también facilita una colaboración efectiva y el éxito del proyecto.

Address the 🐘 in the room early, there's often at least one in most cases. Now you establish common ground free of any friction. That's where flow begins.

Quando estamos desenhando um projeto é muito comum ajustes ao longo dessa jornada e costumo dizer quando entregamos antes do prazo todos ficam felizes, mas imprevistos ocorrem e não temos o controle muitas vezes então a melhor coisa a se fazer é comunicar a todos os envolvidos o atraso da entrega, já com as soluções que serão necessárias serem revistas e o novo prazo de entrega.

Effective engagement with stakeholders involves a two-way approach. It's crucial to converse with them not just talk at them, fostering confidence that their thoughts, ideas, and concerns are valued. Active listening and frequent updates are essential.

Hay que mantener informado a los interesados (stakeholders) de lo bueno y lo malo que sucede, es decir, todo lo que afecte las tres líneas base: tiempo, cost, alcance; esto para que el Tomador de Decisiones pueda escoger el mejor rumbo de acción.

Regular updates are key to any project. Setting a regular reoccurring meeting on the calendar with the stakeholder(s) lays out clear expectations for you to drive the timeline and meet the expectations.

Stop perpetuating idiotic consultant BS language like stakeholders and OD interventions. If AI is going to generate these questions, it needs to learn how to talk like real people instead of recycling old HR terms. AI is keeping the hack in hackneyed corporate-speak.

Diversity of thought is a powerful tool when tasked with coming up with a solution. Each individual's expertise and understanding of the goal, can solve problems efficiently, effectively, and through shared innovative approaches. Because collaboration and diversity of thought can sometimes take us down a rabbit hole of ideas. It is important to assign a moderator up front to reorg the group if that starts to occur.

A good way to approach problem solving is using the GROW model - Goal (desired state), Reality (current state), Options (potential solutions), Which option (the decision). Collaboration is important to ensure alignment on the Goal vs Reality (some surprising misalignments can be found here!), unearth all of the potential solutions, and align on the best one. Even when I present all of the solutions that I think could work, I am often surprised by ideas from the group that had not occurred to me. Collaboration is key.

Penso que o líder deve e precisa acreditar na diversidade, na oportunidade de ouvir as pessoas do time , dar a chance para que as pessoas opinem, tragam soluções. Em princípio é possível crer que as pessoas estão ali para colaborar e ninguém conhece melhor os projetos do que as próprias que fazem acontecer .

Vivir en accountability debe ser un valor esencial para todo el equipo. Al hacer nuestros los nuevos retos, generamos compromiso, entusiasmo y disponibilidad, lo que nos permite aceptar los desafíos de los plazos y las nuevas metas.

Quando surgirem problemas ou atrasos, envolva as partes interessadas na busca de soluções. Colaboração é essencial para encontrar maneiras eficazes de superar obstáculos e manter o projeto nos trilhos. Isso também ajuda a garantir que todas as partes sintam que têm voz no processo.

Oferecer alternativas é um ponto importante quando há necessidade de alterações. Nossas negociações são com pacientes que dependem de planos de saúde e se não ficar claro o prazo estipulado é possível que os retornos sejam infinitos. Por isso gosto de oferecer alternativas de contato para quando o prazo extrapolou o aceitável.

Quando as negociações precisam existir e necessário que o olhar não seja apenas na sua visão, entenda com empatia o que essa negociação pode impactar no outro. Busque alternativas que seja possível para ambas as parte, para que assim os impactos dessas mudanças ou ajuste não venham a gerar outros problemas a operação. Levante as seus dados e apresente o que o mesmo possa desenvolver na área dele no ajuste do cronograma.

Minha experiência com gestão de projetos x expectativas tem que ser muito transparente entendendo com os envolvidos do projeto onde estamos e aonde iremos chegar para que se construa uma rota efetiva no atingimento dos objetivos cuidando para que ninguém se fruste ou fique insatisfeito! Cada etapa do projeto construir em equipe também é muito efetivo e evita muitos problemas ao longo desse processo.

Il est primordial de savoir gérer les attentes car c’est un moment les plus crucial du projet car à tout moment on risque de tout gâcher ou perdre, la négociation et la résilience sont de mise à ce niveau, au plus haut on a besoin d’être rassurant envers les parties prenantes.

By managing expectations effectively, you can maintain trust and ensure stakeholders have a realistic understanding of the project's timelines and potential challenges. - Be transparent about potential risks and challenges that could impact timelines. - Set realistic deadlines considering all variables and potential obstacles. - Communicate openly about the progress and any adjustments needed along the way. - Ensure stakeholders understand the scope and limitations of the project to avoid unrealistic demands.

Throughout the project lifecycle, it's crucial to actively manage stakeholder expectations. This includes maintaining realistic goals within the project's timeframe and consistently aligning stakeholder expectations with project progress. If you anticipate challenges or delays, communicate them promptly and discuss strategies to mitigate them. Effective expectation management minimizes dissatisfaction and strengthens stakeholder relationships, ensuring project success and alignment with stakeholder needs.

Gestionar las expectativas es esencial a lo largo del ciclo de vida del proyecto en la cadena de suministro. Como consultores tecnológicos, debemos ser realistas sobre lo que se puede lograr dentro del plazo y alinear continuamente las expectativas de las partes interesadas con el progreso del proyecto. Si surgen retrasos o desafíos, es crucial comunicarlo de inmediato y discutir las soluciones. La gestión efectiva de las expectativas reduce el riesgo de insatisfacción y fortalece las relaciones con las partes interesadas, asegurando el éxito del proyecto.

A mentor of mine once said, "schedules only move in one direction." It is imperative to bring up schedule changes as soon as possible. This should not be awkward. There are always unforeseen circumstances which arise which must be addressed. Bugs, technical debt, new requirements... all have an impact. Have the conversation to say, "hey we ran into X which means we need Y time to hit our target. Or we can cut Z to help get this in on time." As a leader, expect that the team is going to run into obstacles and challenges, so keep the lines of communication open!

Wat ik hier mis is de persoonlijke doelen. Want als je alleen de doelen van de stakeholders in het vizier houdt, dan raken je eigen doelen vaak uit beeld. Maar het zijn die doelen die je de energie moeten geven om te zorgen dat de gezamelijke doelen met de stakeholders gerealiseerd kunnen worden. Met andere woorden: hou je eigen plan in het vizier. Want anders ontstaat er een energie lek waar je de prijs voor betaald.

Use expert judgement to continuously identify stakeholders throughout the project. Your plans can come to a grinding halt if an unidentified stakeholder with high power and high influence enters the project late and is not in sync with your plans.’

We find some online tools really practical to use especially when there are 2 or more stakeholders - Online Tools Trello, Asana, Microsoft Project, Smartsheet, GanttPRO, Slack, Miro, Google Workspace, Monday.com, Basecamp Offline Tools Microsoft Project

Stakeholder management is part of the heart of project management. I often see only management /clients in those lists. We need to focused on the users, the project team and the project manager. - everyone slightly touched by the project "in good times and in bad". Which translates to who are your stakeholders during a crisis? There may be different ones. E.g. Many big projects notice then that media is one their main stakeholders with a lot of power. So when collecting and evaluating your stakeholders imagine you are in 2 places the perfect and the worst day in your project. And do this several times like each quater /month.