Seu stakeholder sênior está insatisfeito com seu projeto. Qual é o primeiro passo para voltar aos trilhos?

When a senior stakeholder is unhappy, the first and foremost thing is to acknowledge their concerns because does not matter what the root cause is, a project manager bears the ultimate responsibility of the project she/he is leading. I would start by actively listening to the grievances of the senior stakeholder with open mind, take notes, validate with the stakeholder to ensure that I have captured his/her concerns completely and correctly. Thereafter, I would come up with a plan to address the stakeholder concerns by certain due date duly vetted with the stakeholder. Then, I would assess the situation with the help of my subject matter experts. The findings of Root Cause Analysis would be addressed via a corrective action plan.

Before you go into damage control mode.Deep dive and do your homework. Critical questions to ask; 1. If the stakeholder providing you with feedback/material to provide context on their position? 2. Are the points of his feedback valid and you understand and acknowledge they are areas that need to be improved? Commence damage control without delay. 3. Is the stakeholders position based on opinion or the opinion of others and do they have merit to the project? 4. What is the stakeholders motive? Why is the stakeholder driving this agenda? Does the agenda benefit your project outcome? 5. Strategize a plan to manage the stakeholder. Start with damage control, professional courteous documented attempts to meet them at their unhappy place.

In my opinion as a PM, when a senior stakeholder expresses dissatisfaction with the project, there are key steps to get the project back on track: 1. Assess the situation and get the root cause: Accurately identify the source of the delay or issues. Utilize tools like Pareto Charts, 5 Whys, or Fishbone Diagrams to pinpoint the root cause. Understanding the underlying issue is crucial. 2. Keep the Stakeholders in the loop/informed. Transparency is vital. Communicate openly with stakeholders from the outset and throughout the project. 3. Lean on the Project Team: Projects are a team effort. Collaborate with your project team to solve problems rather than merely identifying them. The best solutions emerge from a collective approach.

In my view First find out the reason of unhappiness Second thrash out the misunderstandings by talking one to one Third explain your plan to address the odd causing same

It is, always take care their concern. Whats the root cause,, but, for some case, they were need to mention, of existence, not really about project outcome. As PM we need to well manage, and always conduct proper and good commnhnication.

La evaluación es el siguiente paso para resolver este complejo problema, se puede ejecutar un análisis de causa raíz o espina de pescado para determinar las fallas en la determinación inicial de las expectativas y requisitos del interesado. Se debe realizar un análisis exhaustivo de la retroalimentación, al entender las preocupaciones, en todo el contexto del alcance del proyecto, los objetivos, y las limitaciones existentes. Se puede entender con precisión si las preocupaciones son resultado de malentendidos, expectativas no realistas, cambios en los requisitos del proyecto, o si hay problemas legítimos en la ejecución del proyecto.

La tercera parte es muy clave y crítica, la comunicación del plan de acción, ésta debe ser abierta y honesta, a más de técnica, algunos directores de proyecto tienen un gran perfil comunicador, o se puede solicitar soporte para lograr este fin, que es clave, se debe comunicar: los hallazgos y la comprensión de las preocupaciones de la parte interesada de manera abierta y honesta. Esto incluye reconocer errores que se pudieron cometer, tratar y discutir el alcance y las limitaciones del proyecto; expresando el compromiso para resolver los problemas.