What are the consequences of ignoring stakeholder expectations in program management?

When stakeholders' needs&desires are disregarded, it could result in misalignment b/w project outcomes and what stakeholders anticipate. This can trigger dissatisfaction, erode trust, and create conflicts, jeopardizing the success of the program. It might lead to increased resistance to change, hampering progress and causing delays or even project failure. To avoid these repercussions, it's crucial to proactively identify, manage, and continually communicate with stakeholders, ensuring their expectations are understood, considered, and integrated into the program's planning and execution processes. Regular updates, transparent communication, and a collaborative approach significantly mitigate the risk of neglecting stakeholder expectations.

Managing stakeholders expectations is paramount...your stakeholder is the critical path to ensuring favorable outcomes in the project lifecycle. - keep communication fluid and often - maintain an issues and progress log - have weekly toll gate sessions allowing questions or changes - be flexible and monitor any risks - be transparent and prepared for divergence - provide risk mitigation strategies - provide weekly status reports or other data analytics

They can make the project or break the project. Stakeholder are either postive influencers or negative infulencers. Stakeholder are any one who part of the project at any stage. few of the stakeholder are user, developer, leaders, finance team, vendors, resources etc

When you ignore stakeholder expectations, it’s kind of like trying to put a square peg in a round hole. You can develop the best square peg in the world— a pinnacle of design excellence and innovation— but if it’s designed to go in a round hole, then you still failed your job as a program manager. One of the first steps in any program management role is getting to know the stakeholders, ensuring the right stakeholders, have a voice at the table, and setting expectations across diverse teams. You can do this with a mix of formal tools in your pre-work, like surveys and asking teams to complete racy or RACI or SWOT analysis. However, you should always also include synchronous sessions be better understand team dynamics, and expectations.

Look at the project management charter, review the requirements, who and how many departments and vendors are need to accomplish the end results. have meeting with customer, ask customer to help in getting the right decission takers for the project

Setting SMART (Specific, Measurable, Achievable, Relevant, and Time-bound) goals and practicing active listening are key to managing stakeholder expectations effectively. By ensuring that goals are and by actively listening to stakeholders, we can align our project objectives with their needs, build strong relationships, and foster a culture of collaboration and trust. SMART goals ensure that objectives are clear and actionable, while active listening allows us to understand stakeholder concerns, address issues proactively, and demonstrate genuine empathy. By combining these strategies, we can enhance communication, mitigate risks, and achieve consensus among stakeholders, leading to more successful project outcomes.

take a note of the stakeholder requirement, document them. put target date of completion, dependencies. map the risks, communicate with the reports on the required period of time. call for review of communication plan regularly. identify gaps

project can get delayed. Expecation mismatch. Delays in going live. financial impacts. Cost implications. Resource challenges. vendor challenges

prioritize requirement. track them based on importance and urgency Decide which tasks are the most important. ... Put your tasks in a calendar. ... Set boundaries. ... Account for distractions. ... Get help from technology. ... Prioritize one task at a time. ... Use a scheduling tool. ... Delegate tasks.

unconscious bias can be real challenging, managing, stakeholder expectations, in particular in global and remote teams. You may have excellent talent on the team that are key stakeholders in your programs that are quiet or speak more by nature, are not a native in the local teams language, or have different business cultures (I typically give examples hear of North American’s for the first time working with Japanese teams, can be quite a culture shock— and a learning experience for program leaders. There are even differences between disciplines, such as engineers versus MBAs or or hardware versus software stakeholders. Being aware of your own culture , background, and unconscious bias is important for global and remote teams.