Here's how you can handle stakeholder expectations when managing IT Outsourcing projects.

Listen, Listen, Listen, and Document, Document, Document! They say well begun is half done, this is the key to getting an IT Outsourcing project half done! All of our complex projects have been successful and the clients have been happy because we listened to what they needed, their objectives, and their vision and took time to understand them and document them so we could then devise a plan on how to approach the said problem. If the listening part is done well, you will be able to deliver your client an outcome that surpasses their expectations. But, don't forget to document everything! This will save you a lot of time and stress down the line.

1. Identify Needs: -Clearly define business objectives, success criteria, and stakeholder expectations -Uncover any hidden assumptions or requirements 2. Communicate Proactively: -Establish regular status updates and feedback loops with stakeholders -Be responsive to concerns and changing requirements 3.Manage Scope and Changes: -Implement a formal change control process Assess the impact of changes on timelines, budgets, and deliverables 4. Measure and Report Performance: -Agree on KPIs and SLAs to monitor outsourcer performance -Demonstrate the business value and ROI delivered 5. Foster Collaboration: -Facilitate open communication between internal and outsourced teams -Involve stakeholders in key decisions to maintain alignment

Sometimes the projects can span over a duration of 1+ years and an extensive project roadmap might seem like the only way forward but even in those situations, try to break down the project into achievable milestones and share them with the stakeholders. These milestones could be based on time, based on modules, depending on what works best for your project and the stakeholders.

I would add to communication the importance of it being two way. Test and communicate, ensuring your trajectory has the support from all your key stakeholders and if not it’s time, to evaluate its importance on your objectives and achieving you overall strategic objectives.

This isn’t just about training, this is about understanding what skills knowledge are needed to facilitate your desired outcome and achieve your overall goals. RISK management isn’t just from a deliver perspective, it’s about looking forward and ensuring you focus on the most effective way to achieve your commitment through effective ‘benefit realisation’.

Ownership of benefits is key alongside not just monitoring and reporting on specific metrics, but getting under the skin of what you are hoping to achieve. E.g: is it really about saving money or building and maintaining the market/your customers - building trust. Build in a theory of change to help track progress and true benefit realisation, rather than basic metrics alone.

Important thing: Foster Trust and Relationship: - Invest time in building a strong, collaborative partnership with the outsourced provider - Encourage open and honest communication to address issues or conflicts promptly - Recognize and reward the outsourcer's performance and contributions

- Set realistic expectations. - Build a collaborative relationship with stakeholders, not just a transactional one. - Manage internal and external stakeholder expectations equally. - Address concerns proactively, before you start losing your sleep to them. - Be prepared to adapt and adjust your approach when necessary. Celebrate milestones and successes together, fostering a positive partnership. Seek feedback from stakeholders and use it to improve future projects.

I hear the word collaboration and lot, I hear trust a lot - for me it’s more through collaboration you build the trust and in doing so, you create an opportunity to create a ‘partnership’- something much stronger that’s the sum of its parts.