Four Contributing Factors to Lack of Stakeholder Buy-In
1. No Strategic Vision
Too much focus on technical detail without making business value a priority blocks stakeholder buy-in. Leadership needs to understand what the ROIs are for the business and that the ROI details should be laid out in a business case to explain the strategic initiative in vivid detail.
2. Ineffective Communication
Leaders must establish clear accountability based on measured results. This process includes interdependencies between projects, a benefits realization roadmap, and the criteria that will determine the degree of success achieved.
There should always be a detailed and complete communication plan with a schedule of expected meetings and frequency.
3. No Planning Methodology
Utilizing consistent project management processes helps manage otherwise ambiguous checkpoints. Leaders must establish benchmarks of productivity and gather quality historical data for analysis, such as schedules, costs, quality, and other project-related factors.
Implementing project management tools and technologies that include RAM (responsibility assignment matrix), WBS (work breakdown structure), Gantt charts, and other project tracking assets help establish a planning framework for a successful project.
4. Ineffective Teams
To build a team of trusted members, leadership must recruit, hire, and retain skilled professionals. It is easier to keep talent if the project is making progress, staying close to schedule, and perceived by stakeholders as meeting business needs. It’s also essential to ensure that the skilled professionals are working with the tools and technologies promised and are working in the project roles promised when recruited to the project.
A Note from the Author
My professional goal is to improve the overall success rate of projects. Proactive Project Management (Pro-PM) results in successful projects by gaining stakeholder buy-in through strategic vision, effective communication, deliberate planning methodology, and building effective teams. With over 30 years of experience in the system integrations consulting industry, I have recovered failing projects for a multitude of clients ranging from manufacturing all the way to travel and hospitality.
Currently, I work with Blackstone and Cullen (a local consultancy) that has a culture of “do it right, get it done.” My professional background includes working as a program manager for a big five consulting firm and as a major global system integrator.
It is a fact that three-quarters of projects fail because senior management does not get involved. This failure costs the U.S. economy about $50-$150 billion annually. Failure may be the best teacher but executing project management in this manner is too costly and inefficient.
Principal at Blackstone+Cullen
Read more from Dan Divinski
With contributions from Will Cooper and Maelyn Wisch.