As the program manager for a critical, enterprise-wide ERP implementation aimed at modernizing global supply chain operations, you have identified over 200 stakeholders. An initial power/interest grid has been developed. Now, several weeks into the program, significant conflicts are surfacing. The head of European logistics, known for resisting centralized IT initiatives, is insisting on major customizations that contradict the core strategic objective of process standardization. Concurrently, the North American sales division, a key supporter of the program, is expressing serious concerns that the proposed user interface will negatively impact their order entry efficiency, potentially harming revenue. The program steering committee is becoming concerned about these emerging conflicts and their potential to derail the schedule, demanding a clear path forward that protects the program's strategic value. Given this complex stakeholder landscape, what is the most effective next step for you to systematically manage these relationships and ensure continued alignment with the program's benefits?
Create a detailed RACI chart for all upcoming program deliverables to clarify the roles and responsibilities of the European logistics and North American sales teams.
Refine the stakeholder analysis by developing a comprehensive stakeholder engagement assessment matrix to map each stakeholder's current and desired engagement levels, then use this to formulate targeted communication and influencing strategies.
Organize a mandatory, program-wide town hall meeting to present the program's strategic objectives and reiterate the importance of process standardization.
Immediately escalate the conflicting demands from the European logistics and North American sales heads to the program steering committee for a decisive resolution.
The most effective action is to refine the initial stakeholder analysis. A stakeholder engagement assessment matrix is a sophisticated tool that goes beyond a simple power/interest grid by mapping stakeholders' current versus desired levels of engagement (e.g., Unaware, Resistant, Neutral, Supportive, Leading). This detailed analysis allows the program manager to identify the specific gaps between current and desired engagement for critical stakeholders, like the resistant logistics head and the concerned sales division. Based on this, targeted, strategic actions can be formulated to influence their perspectives and move them toward a supportive or leading stance. Escalating immediately to the steering committee is a reactive measure that bypasses the program manager's responsibility to manage these issues first. Creating a RACI chart is a useful tool for clarifying task responsibilities but does not address the underlying strategic misalignment or engagement issues causing the conflict. A program-wide town hall is a low-impact, one-to-many communication method that is unlikely to resolve the specific, high-stakes concerns of powerful stakeholders.
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PgMP
Stakeholder Engagement
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