Vous êtes confronté à des retards dans le calendrier du projet. Comment informez-vous efficacement la haute direction ?

The only constant is change. As such, its unlikely everything will go according to plan. In my experience, engaging leadership on project delays should be a fact-based discussion on the situation, the risks and tradeoffs involved, and the recommendation to address them. You should have alternative options in your back pocket should you need to resort to them. The most important thing is to address this head on and in a timely fashion. You should be prepared to fine tune your recommendation with their input to ensure alignment and embrace them as part of the solution/ path forward.

Whether or not the project you are working on has been delayed, it is always important to keep all the stakeholders involved and in the loop to make sure that when things go South in future (which is the case with most project timelines), there is s senior person present to help you negotiate some more time or help you with solutions/ suggestions on what can be done to resolve issues.

You should know what is working and what is not and keep a watch closely and have a clear grasp on micros and macros alike. You should be able to understand the pulse of the technical team and be able to determine if the approach is working or not and if the delivery will be delayed and communicate early about the progress and have ambitious internal targets than external ones and initiate plan B if internal targets are missed

As someone who values meticulous planning and strategic foresight, I understand the importance of conducting a thorough assessment to grasp the full impact on scope, budget, and quality. Evaluating the ripple effects on dependent tasks and overall strategic goals ensures that I have all the necessary details to present a comprehensive overview. This preparation is crucial for crafting an effective communication strategy when approaching senior leadership. It reflects my commitment to transparency and my proactive approach to problem-solving, ensuring I convey the situation clearly and build confidence in our collective ability to navigate challenges.

Before approaching senior leadership, conduct a thorough assessment of the delay's impact. Understand how it affects the project's scope, budget, and overall strategic goals. This detailed analysis provides you with the necessary information to present a comprehensive overview of the situation.

When facing project timeline delays, it's essential to communicate openly and honestly with senior leadership. 1. Begin by clearly stating the cause of the delay, focusing on factual information rather than emotions. Be as specific as possible. 2. Outline the potential impacts of the delay. 3. Briefly explain the steps already taken to mitigate the issue. 4. Finally, propose a plan for moving forward, emphasizing proactive measures to prevent future delays. Maintaining transparency throughout ensures that leadership is well-informed and can provide necessary support and guidance.

The message you want to give to the senior management is: The project delay has solid reasons. We have good communication in the team and know what's happening. It's under control. We have a new plan that accounts for changes and constraints. Everyone is working hard to prevent further delays. When crafting the message: 1. Be clear and transparent. 2. Don't be overly optimistic or pessimistic. 3. Provide facts and documentation. 4. Explain the reasons and risks. 5. Don't blame other stakeholders. 6. Focus on the solution. 7. Explain the business impact. Communicate this in emails and meetings. Be approachable so people feel comfortable asking questions. Give regular updates.

When effectively informing senior leadership about timeline delays, craft a clear, concise message that includes the new timeline, the reasons for the delay, and the mitigation plan. Focus on solutions rather than problems. Schedule a meeting or send a detailed email, ensuring you’re available for follow-up questions. Transparent communication and a proactive approach can help maintain trust and demonstrate your commitment to getting the project back on track.

Crafting an effective message about a delay involves clear and strategic communication. Emphasize three main aspects: Cause of the Delay: Clearly state what led to the delay. Providing specific reasons helps in maintaining transparency. Effects of the Delay: Outline the impact on the project timeline, budget, or any other relevant areas. This helps the leadership understand the gravity of the situation. Mitigation Steps: Describe the actions already taken to address the issue and minimize its impact. This shows your proactive approach and problem-solving skills.

Crafting a clear, concise, and transparent message is crucial. Your message should provide all necessary details while being straightforward and easy to understand. Key components: - State the delay and its causes factually and without assigning blame. - Provide context on the project’s current status. - Highlight the steps taken so far to mitigate the delay. - Be honest about the extent of the delay and its impact on the project timeline.

This advice on choosing the right communication medium is very practical. For serious issues like significant delays, a face-to-face meeting or video call really does emphasize the importance and allows for immediate discussion. For less critical updates, an email is usually sufficient and more efficient. I appreciate the reminder to consider the communication preferences of senior leadership, as this can make a big difference in how the message is received. Overall, it’s a thoughtful and strategic approach to communication.

The medium of communication is equally crucial when communicating unpleasant news to senior leaders. I personally prefer in-person/virtual face-to-face meetings with leadership, which helps establish trust and demonstrates transparency as well as your commitment to ensure a successful delivery.

One thing I have found helpful is to bring all the main stakeholders on a same call/meeting so that the discussion is comprehensive and everyone is aligned on the next steps to best manage it.

Choosing your medium should be based on your communication plan and escalation procedure. On smaller, non-critical impacts, that can be added to an issues list. Using a Risk, Issue, and Dependency Log is good to show you are aware of items potentially impacting the project. For larger impacts - align with the sponsor first, then get all of the board members on a video call to explore alternatives and / or to inform of new direction and why. Again, this depends on the situation, relationships with the board, and how the sponsor wants to interact the project.

I always prefer to go for stakeholder call face 2 face either via zoom or via in office. On this serious calls body language & voice matter most along with data.

When a project is missing its deadline, I believe it’s crucial to promptly inform the with transparency and a proactive approach. For instance, if Project Alpha is experiencing a two-week delay due to unforeseen technical issues, you should clearly explain the cause of the delay and present actionable solutions. Outline steps such as allocating additional resources, adjusting project milestones, and increasing cross-functional collaboration to address the delay. For example, propose adding two developers for four weeks to expedite issue resolution and revising the project timeline to reflect realistic deadlines.

When informing senior leadership about project timeline delays, it's essential to propose alternative solutions to mitigate the impact. This proactive approach demonstrates responsibility and helps maintain strong stakeholder relationships, preventing conflicts. Consider these alternatives: Re-prioritize: Assess if all components remain critical or if some can be deferred to manage timelines better. Request Additional Resources: If budget permits, ask for more team members to expedite development. Classify Requirements: Distinguish between must-have and nice-to-have features to prioritize delivery effectively.

When informing any problematic situation not only go with problem, go with best possible solution as well which helps to win your company along with customers for whom you are building that feature. Clear time bounded communication & expectations will help to go smooth further.

Presenting solutions-focused updates that highlight potential next steps. Offering alternative scenarios and contingency plans to mitigate the delay's impact. Providing clear recommendations for prioritization and resource allocation. Collaborating with leadership to co-create a revised project plan and timeline.

Always communicate with senior leadership immediately and without throwing any individual or team under the bus. It helps to share 2-3 strategies to move forward with, so you can focus on next steps. Once a path forward is defined, plan to do a deep dive into the reason for the delay so it can be planned for or avoided in the future.

Prazos em engenharia de softwares são muito complexos, principalmente devido a sistemas legados, times novos ou falta de conhecimento no sistema. Dado isso, prazos tornam-se o maior desafios de um time de produto. Mas sempre digo que o problema não está em não atender os prazos previstos inicialmente, mas sim não dar visibilidade para problemas enfrentados e novas datas. Ou seja, gerir expectativas de stakeholders. Desdobre-se para comunicar com clareza e deixar todos com a mesma visão.

Often the key is managing scope. i.e. "We can't do it all by the deadline, but we understand what's the most important, and the team has come up with the following solutions which should still address the most pressing needs." And transparency is key to helping management learn along with the rest of the team.

This a very crucial thing to be done, always! Expectations management is one of the most important things to consider in communication with management stakeholders. My recipe for this is very straightforward: 1. Be Transparent and Honest. 2. Set Realistic Expectations. 3. Explain steps taken to address delays. 4. Present a Revised Plan with updated timelines. 5. Communicate Regular Updates. 6. Focus on the feedback loop. 7. Maintain and spread a Positive Attitude. By following these steps, you will always have proper expectations with management stakeholders and have a better alignment cycle.

Managing expectations through transparent and regular updates. Setting realistic new timelines and milestones, with a clear plan to achieve them. Providing context and explanations for the delay, without making excuses. Ensuring leadership is prepared for potential impacts on related projects and initiatives.

Set realistic expectations about the revised timeline and outcomes. This involves being transparent about what can be achieved and the potential risks involved. Approach: - Provide a revised project plan with updated timelines and milestones. - Communicate any uncertainties and how you plan to address them. -Assure leadership of your commitment to mitigating the delay and delivering quality results.

Provide regular updates on the status of the project and the effectiveness of the implemented solutions. Be responsive to any additional questions or concerns from leadership.

This is the most important step since this ensures that whatever next steps that have been aligned on or communicated are actually implemented and followed in the given timeframe otherwise it will create a recipe for another similar scenario and the stakeholders might lose confidence if not followed properly.

When facing project timeline delays, effectively informing senior leadership involves clear communication and diligent follow-up. Start by providing a transparent update on the delay, including its causes, impacts, and revised timelines. Use data and visuals to support your explanation and propose actionable solutions to mitigate the delay. Ensure that the communication is concise and addresses potential concerns upfront. After the initial update, follow up regularly with progress reports and any changes to the plan. Consistent follow-up keeps senior leadership informed, demonstrates your proactive management, and helps maintain their confidence in your ability to navigate challenges and deliver results.

Regular periodic check-ins should be scheduled to ensure time commitment and attention to the action items. Availability of time and attention to the project issues from the leadership, among all other items the leadership is dealing with, should not be left to chance

Regular email updates and scheduling of follow-up meetings to keep the senior leadership abreast of your resolution of the delay.

Parkinson's Law (work expands to meet the time allotted) is a human nature derived project schedule killer! The good news is that there is a way to combat it. Decades ago, while managing an important Aerospace development project I discovered a relatively simple method to ensure schedule performance (it made my career). By adding Best-Case and Worst-Case durations to Risky tasks, I could run a Schedule Risk Analysis to determine my chances of meeting the Critical Path (single-point estimate) schedule, and a reasonable (e.g., 70% confidence) schedule that I could commit to. I had my team work to the Critical Path schedule (usually less than 2% Confidence - or 98% risk) and I committed to the 70% schedule. I never missed a commit date.

Always anticipate further questions and be prepared to provide additional information or clarification should senior leadership ask.