How can you meet stakeholder demands while maintaining program quality?
Program management is a complex and dynamic discipline that requires balancing the needs and expectations of multiple stakeholders while ensuring the quality and value of the program outcomes. As a program manager, you may face competing demands, conflicting priorities, and changing requirements that challenge your ability to deliver results. How can you meet stakeholder demands while maintaining program quality? Here are some tips to help you navigate this challenge and develop your program leadership and influence.
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R Ravi ShankarDirector Data Science at Honeywell
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Shamina D. Dillard, PE, MBADeputy Chief Environmental Review and Permitting Officer, Office of the Secretary of Agriculture
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Thomas Thomas Mathew (PMP)Director, Technical Program Management and Product Development Team Lead at Western Digital (Solid State Drives (SSD))
The first step to meeting stakeholder demands is to understand who they are, what they want, and why they want it. Stakeholder analysis is a key tool for identifying and categorizing your stakeholders according to their power, interest, and influence over the program. You can use various methods, such as interviews, surveys, or workshops, to gather information about their needs, expectations, preferences, and concerns. By understanding your stakeholders, you can tailor your communication, engagement, and negotiation strategies to address their interests and perspectives.
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R Ravi Shankar
Director Data Science at Honeywell
Fixing bugs as soon as you find them, by the same person who created them and empowering the people who are closest to the product to decide whether a bug should be fixed are ways to improve quality with least cost. Compromising on any of these will escalate the cost of quality.
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Shamina D. Dillard, PE, MBA
Deputy Chief Environmental Review and Permitting Officer, Office of the Secretary of Agriculture
Remaining curious about stakeholder needs, concerns, and motivations can be the key to maximizing support and engagement. Uncovering their desired outcomes, understanding which data points matter, and even engaging robustly when a stakeholder is skeptical can swing the pendulum when overcoming objections, potentially shifting your detractors into your biggest supporters. Making the investment in candid engagements upfront and getting to the real "why" can pay major dividends in the outcome.
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Timothy Golfa
A seasoned Humanitarian and Development Leader with 12 years of strategic Leadership and innovation Expertise in managing Large Programs and Operations , earning trust from top CEOs and visionary leaders
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.
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Nivita Dhameja
Top Voice on LinkedIn | Program Management | Agile | Scrum | Design Thinking
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.
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Dr. Michael Mladjenovic
Founding Partner at The Sensei Group
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.
The program scope is the set of deliverables, benefits, and objectives that the program aims to achieve. It is essential to define and communicate the program scope clearly and consistently to all stakeholders, especially at the beginning of the program. The program scope should be aligned with the strategic vision and goals of the organization and the stakeholders, and it should be realistic and feasible. You can use tools such as a program charter, a program management plan, or a benefits realization plan to document and communicate the program scope. By defining and communicating the program scope, you can manage stakeholder expectations, avoid scope creep, and ensure program quality.
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Thomas Thomas Mathew (PMP)
Director, Technical Program Management and Product Development Team Lead at Western Digital (Solid State Drives (SSD))
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.
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Paul Meredith
Programme Director. I help CEOs of UK-based Fintech businesses, deliver annual revenue growth of £15m , by leading the change and client delivery performance effectively.
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.
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Venkata Krishna, C
3 x 🏆 LinkedIn Top Voice | Program Manager @ HCLTech | Leading Global Transformation Programs
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
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Elizabeth VMN John
Projects, Programmes & Financial Management | Startups Innovation | Organisation Management | Stakeholders Management | Strategist | MBA Finance Candidate
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.
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Ankur G.
Program Manager | Founder | IIM Indore
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.
The program components are the individual projects, activities, or processes that contribute to the program outcomes. As a program manager, you need to prioritize and align the program components according to the program scope, the stakeholder needs, and the available resources. You can use tools such as a program roadmap, a program schedule, or a program portfolio to plan and monitor the program components. You also need to coordinate and integrate the program components to ensure they are aligned and consistent with the program vision and goals. By prioritizing and aligning the program components, you can optimize the use of resources, manage dependencies and risks, and deliver value to the stakeholders.
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Ankur G.
Program Manager | Founder | IIM Indore
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.
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Surabhi Agrawal
Product | Double Gold Medalist, Best Student Award, India's Top 50 Most Employable Grad MBA'22 | Marketing and Program Management | Lifelong Learner | SurabhiSpeaks
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
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Subha Viswanathan
Opensource Program Compliance Management | OSPO | OSS Licensing| M&A for OSS Compliance| Source Code Audit| Trainer | Speaker | Committee Member | Loves Mathematics
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
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Réginald d'Ursel
As a program Manager, to leverage the strength from digital systems and to reinforce process-method changes, to encourage lasting results.
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.
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Joanna Nelson GAICD
Digital Transformation Specialist | Change Manager | Strategic Advisor | Board Chair
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.
Your program team is the group of people who are responsible for planning, executing, and controlling the program components. As a program manager, you need to involve and empower your program team to meet stakeholder demands while maintaining program quality. You can do this by defining and delegating roles and responsibilities, providing guidance and support, fostering collaboration and communication, and recognizing and rewarding performance. You also need to develop and maintain a positive and trusting relationship with your program team, based on mutual respect, feedback, and learning. By involving and empowering your program team, you can leverage their skills, knowledge, and creativity, and enhance their motivation and commitment.
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Seetha Cristian
Leader in Change & Transformation Standard Chartered Bank | 2X LinkedIn Top Voice | Keynote Speaker | Empowering Women & Building Confidence | Help Professionals to Scale in Product Management and Delivery Capabilities
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?
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Dr Maurice Nzogu
MD, MPH, MSc, AdPgD TMSI,PhD(c)
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.
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Sergey Kravchenko
Projects Director, SCHPZ TRADE LLC - trading entity of Satka Ferroalloy Plant (SChPZ) and Kosaya Gora Iron Works (KMZ)
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.
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Marco Pereira
Mechanical Engineer | Project Manager | Product Development Specialist | Agricultural Machines Development | Mentoring for Professionals Technical Areas
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.
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Jonathan Frostick
Seasoned Technology Change & Transformation Expert I 20 Years in Financial Services I Driving Innovation & Change I Radical Change advocate
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.
The program performance is the measure of how well the program is achieving its intended outcomes and benefits. As a program manager, you need to monitor and evaluate the program performance regularly and systematically to meet stakeholder demands while maintaining program quality. You can use tools such as a program dashboard, a program status report, or a program evaluation report to collect and analyze data on the program progress, results, and impacts. You also need to communicate and share the program performance with the stakeholders, and solicit their feedback and suggestions. By monitoring and evaluating the program performance, you can identify and address issues, gaps, and opportunities, and demonstrate the value and impact of the program.
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Seetha Cristian
Leader in Change & Transformation Standard Chartered Bank | 2X LinkedIn Top Voice | Keynote Speaker | Empowering Women & Building Confidence | Help Professionals to Scale in Product Management and Delivery Capabilities
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.
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Joanna Nelson GAICD
Digital Transformation Specialist | Change Manager | Strategic Advisor | Board Chair
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.
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Anna Karnaukh
Software Project Manager | Program Manager | PMP® | I help businesses grow through consistent delivery of quality results with MobiDev R&D Teams
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.
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Rehema Mwanasha Mbete
Monitoring Evaluation Accountability and Learning Specialist
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
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Terence T.
Fondateur de NaoRiders & Consultant en gestion de projet 🎓 PMP Certified
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 program processes are the methods, techniques, and practices that you use to manage the program components and performance. As a program manager, you need to adapt and improve the program processes to meet stakeholder demands while maintaining program quality. You can do this by applying continuous improvement principles, such as Plan-Do-Check-Act, to review and refine your program processes. You also need to be flexible and agile, and respond to changes and uncertainties in the program environment. By adapting and improving the program processes, you can increase the efficiency, effectiveness, and reliability of the program, and ensure its alignment with the stakeholder needs and expectations.
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Kasi Raman S.
Top Program Management Voice | Highly Accomplished PMP Certified Project Manager | Bottom Line Expansion | NPD, Agile-Scrum, and VAVE Programs | Innovation & Growth | Operations| Delivery | Process Excellence| Cost
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.
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Seetha Cristian
Leader in Change & Transformation Standard Chartered Bank | 2X LinkedIn Top Voice | Keynote Speaker | Empowering Women & Building Confidence | Help Professionals to Scale in Product Management and Delivery Capabilities
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.
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Michael Hartley
Program Manager|Food System Leader|Coach|Consultant|Project Manager|Community Development |Value Chain Development| Proposal Writing|Project Management|
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.
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Sidharth Sharma
Program Manager @ Tata Consultancy | Certified SAFe® 5 Agilist
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.
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Colm L.
Launch Readiness @ Tinder | Advisor
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
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Ed Skinner
Certified Chair, GAICD, Board Roles, Exec & Transformative Leadership, Projects, Startups, Coaching, Dispute Resolution
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.
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Taras Fedoruk, PgMP®
PMI Future50 | PMI Rising Leader | Best IT PM in Ukraine | Top Program Management Voice | Program Management, PMO, Facilitation, Coaching, Mentoring | Drive conscious management to benefit teams and organizations
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.
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Pushkar Kulkarni, PMP®
Program Manager @ Eaton | PMP | PGDBA | CLSSGB
“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 !
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Seetha Cristian
Leader in Change & Transformation Standard Chartered Bank | 2X LinkedIn Top Voice | Keynote Speaker | Empowering Women & Building Confidence | Help Professionals to Scale in Product Management and Delivery Capabilities
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.
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Jerhmie Zacarias, MS
PMP®, Senior Project and Program Manager
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.
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