Comment pouvez-vous répondre aux demandes des parties prenantes tout en maintenant la qualité du programme ?

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.

Great comment from @Peta Milan Start by understanding yourself. Then expand a regenerative framework for understanding yourself to include stakeholders and the business ecosystem by applying principles of personal growth and transformation at a broader organizational level. This holistic approach fosters individual well-being and cultivates a sustainable, resilient, and thriving business environment.

- effective communication is the key - be clear on program objectives and expected outcomes - at very initial stage, do not raise stakeholder’s expectations - do not make any commitments - be mindful, be respectful and careful while coordinating with key stakeholders

In my experience agreeing on a weekly or monthly cadence for reporting purposes, updates, requests and clarity is the best way to maintain clear communication channels. Owning and setting up these recurring meetings with a clear agenda also provide clarity at every point. Lastly developing a culture of celebrating milestones with stakeholders encourages shared vision, because everyone is aware of the goals at every step of the Program.

An integral part of any project’s success is assuring all stakeholders are aligned as much as possible through what I call black or white communication where there is no grey zone left for confusion or interpretation. For any given reason, changes may occur then a clear process to identify the changes with any cost and time impact if found valid to assure alignment of all prior to any decision be taken. Quality shall never be compromised when everything is presented properly, and fairly in a systematic approach for all stakeholders to have a win-win decision that benefits all.

A program scope should not be a compilation of stakeholder demands. It should be clear statement of a business case, which is directly related with a company strategy. If we stick to the business case, and manage to fit changing demands in it, it will be easier to control the scope of the program.

Picture this: a bustling project team gathered around a table, mapping out their journey. They understand the importance of listening to stakeholders, ensuring their needs are heard loud and clear. With a shared vision in mind, they prioritize their goals, like charting a course on a map. Along the way, they regularly check their compass to ensure they're on the right track. They believe in the power of collaboration, empowering stakeholders to be part of the crew, steering towards continuous improvement. And as they sail onward, they keep a keen eye on their progress, ready to adjust their sails at a moment's notice, ensuring they reach their destination smoothly.

In one of my multinational experiences with a client, we tried to communicate proactively and transparently. We've found that effective communication is key to building trust and alignment with your stakeholders (including impact drivers) to the interim values of the program and bottom-line business goals. We communicated clearly and regularly with all the pertinent stakeholders about the program status, progress, risks, issues, and changes.

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.

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

One effective way to meet stakeholders’ demands while maintaining quality programs is through continuous stakeholder engagement. By regularly communicating with stakeholders, gathering their feedback, and involving them in decision-making processes, you can align the program’s objectives with their expectations. This approach ensures that their needs are addressed promptly, while also maintaining the integrity and quality of the program by making informed adjustments based on their input.

To meet stakeholder demands while upholding program quality, it is essential to establish a clear and well-defined program scope, coupled with effective communication strategies. The scope of a program serves as the foundation upon which all program-related activities, resources, and deliverables are built. By managing scope effectively, program managers can ensure that stakeholder expectations align with the program's objectives, resulting in a harmonious and high-quality outcome.

When starting a program, in addition to meeting the stakeholders to identify the objectives you want to achieve, it is essential to identify the motivations that are pushing the stakeholders in this direction and whether these expectations are in line with the company's strategic vision. Understanding motivations helps to set expectations in achieving objectives. This is the most complex and delicate phase since making mistakes in the methods of communication or messages can imply a lack of understanding of the program or the reasons for the change not being perceived. The communication of the program does not end with the start of the activities, but rather is something constant and must be done throughout the entire program period.

I believe you can get too caught up in meeting stakeholder demands. First,by focusing on what you think they want and not what they need. Second, by not distinguishing among various stakeholders. Third, by not tailoring The service or product you deliver to meet different needs. Fourth, by not assessing whether some stakeholders or their needs no longer fit your business model and you should let them go. Your stakeholders should evolve as their customers/clients and technologies evolve. You may find there’s a mismatch and it might be with stakeholders or with you. A mismatch is not necessarily bad. A failure to recognize it and adapt or adjust is. This can occur in the nonprofit world as well as business.

Off the top of my head would to be aware of scope creep and mission drift. It can be difficult as a program needs to be nimble enough to respond to the changing environment and client needs while recognizing the pressure to take on elements or additional tasks that should be attended to by a different set of skills or expertise. After 10 years your organization starts to look like it was created by Dr. Frankenstein. NGOs have a hard time with this as the worry for funding is constant and the temptation is there to take on programs that are not congruent with the mission.

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.

While correct prioritization can almost always payoff on successful program delivery, a misalignment here can absolutely lead to failure. As always, workbreakdown/WBS is the key. Listing of all the components come next. After that it’s precision to map them against corresponding program phases and track the execution status.

With the limited resources we have to actively prioritise and clearly articulate the various components of the program as all the details will help bring alignment throughout the organisation to help materialise the vision of the program.

One really useful technique I've  discovered is to constantly refer back to the Gantt chart and the  programme deliverables.  By doing this, we can prioritise and  align the various components of the programme. Prioritising the program's componensshould always take the budget into  account. Again, the must-have and the nice-to-have are very helpful.

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.

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.

When possible, I engage the team early, involving them in the decision-making process and ensuring their input shapes the plan. This fosters a sense of investment and commitment. Open and transparent communication is key. I keep everyone informed through regular updates and meetings, encouraging open dialogue and feedback. This not only keeps the team aligned but also makes them feel heard and valued. Empowering the team also means trusting them with responsibilities and giving them the autonomy to make decisions. Creating a positive and inclusive culture is vital. I recognize and celebrate achievements, both big and small, to boost morale and motivation.

Sempre que trabalhar com equipes multidisciplinares, com diferentes senioridades, é sempre bom garantir que pelo menos 1 pessoa do time tenha a capacidade de realizar todas as tarefas sozinho. Sei que parece estranho, mas se uma pessoa conhece, seu plano de capacitação da equipe vai fluir melhor para quem será capacitado. E outra, pode ser esta pessoa que te salvará em determinada demanda caso não haja tempo hábil para capacitação.

A program’s success heavily relies on its team. Involving them in decision-making processes fosters a sense of ownership and motivation. Empowerment can be achieved by delegating authority, providing resources and training, and encouraging initiative. It’s important to build a culture of trust and support, where team members are encouraged to collaborate and contribute their best.

The team needs to be a cohesive team who mutually respect each other and support one another. By allowing for open conversations and learning from failures, the team can grow and build the best outcome for the organisation. There is also less chance of bitter feelings and burn outs that way.

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.

The demands your managing are Project deliverables. Getting stakeholders to help deliver is where I focus. If there is a good reason to change a bit off of engagement then OK. You make that judgement and get it signed off. Then deliver with Stakeholder assurance. Is that insightful?

Build quality control checkpoints into development processes to ensure standards are maintained despite accelerated timelines or changes in scope. Review quality metrics regularly. Automate parts of the process where possible so quality isn't reliant solely on human effort. Use version control and testing tools.

Desempenho para ser medido. Métricas claras para todos os stakeholders. Se suas métricas são simples e os stakeholders estão familiarizados : Sucesso. Muitas vezes deparei com métricas que não faziam sentido algum para o contexto da Iniciativa por puro copia e cola.

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

Being able to pivot and change directions quickly is also an important attribute towards the success of any program. Communication remains the key and being able to deliver multi-faceted communication helps in getting the message across.

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.

Governance is everything! If you let stakeholder demands which might (better: will!) be contradicting let arrive at your desk one by one, then you will be the guy in the middle to sort it out and get the blame for which ever side loses. So ensure that you create a board where all stakeholders together have to agree on the requirements and prioritise them. Then they have to fight with each other and you get served at the end of the battle a nice prioritised list you can work with!

In my experience, a major hurdle in meeting stakeholder expectations irrespective of program quality is ego. If as a program manager, you can keep that aside and work with the stakeholders to align the program objectives with stakeholder expectations, you have control of the reins on one side. Ensure that the stakeholders' demands align with the business reality. And, to control the reins on the other side ensure that your program team understands how these demands align with the overall program objectives and you have a buy-in from your team.

Having periodic meetings with various stakeholders and maintaining a simple action tracker that gets reviewed in every meeting is a simple but very effective way to ensure that both parties are held accountable for their end of the bargain.

In my experience, you take on a consulting hat and ask questions to understand the context of these demands. This is important to understand the underlying factors in play that the stakeholder is ruled by. Next step is to walk through those demands one at a time and explain the affect each of those demands will have on the program. Some of the demands may elevate the program quality which you can then feed into your program scope. With demands that derail your program, you can help the stakeholder visualize the negative impact it may have on the program and thus manage expectations of stakeholder on program outcomes.