Midway through a three-year digital-transformation program, the head of customer operations and the CFO have begun questioning whether their individual concerns-service-level KPIs and cost containment-are truly reflected in the benefits roadmap. Attendance at recent steering-committee meetings has dropped, and informal feedback suggests key stakeholders feel their voices are lost in group sessions. As the program manager, which action will most effectively rebuild their engagement and strengthen long-term stakeholder relationships?
Add their topics to the agenda of the next quarterly steering-committee review and request written decisions.
Revise the communication management plan to require distribution of detailed status reports every Friday.
Set up recurring individual meetings with each key stakeholder to discuss their specific concerns and agree on next steps.
Email a consolidated weekly dashboard to all stakeholders highlighting earned-value and milestone status.
Scheduling recurring one-on-one (face-to-face or video) conversations with each critical stakeholder lets the program manager explore personal concerns, jointly refine success criteria, and demonstrate genuine interest in their viewpoint. These trust-building interactions create the foundation for sustainable support, whereas broad status reports, large reviews, or documentation changes address information flow but do little to deepen relationships.
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PgMP
Stakeholder Engagement
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