You have launched a product-development program comprising four interdependent projects that will run for at least six months. The executive sponsor and marketing VP insist on high-frequency progress visibility, while the finance director worries about information overload affecting decision quality. Two strategic suppliers need timely technical updates to stay aligned with design changes. Which proactive action will BEST preserve broad stakeholder support and keep the program aligned with its strategic objectives during the build phase?
Ask the PMO to issue consolidated reports only at major phase-gate reviews to reduce information volume.
Send a single bi-weekly status email to all stakeholders summarizing cost, schedule, and scope metrics.
Plan one town-hall meeting at the program midpoint to present progress and address questions.
Develop and execute a tiered communication strategy that delivers tailored content and cadence to each stakeholder group.
A tiered communication strategy defines who receives what information, in what format, and how often. By tailoring cadence and content to the executive sponsor, marketing VP, finance director, and suppliers, the program manager maintains visibility without overwhelming any party, directly fulfilling ECO Task 4 (maintain visibility) and Task 5 (define and maintain stakeholder communications). The other options either apply a single channel to all audiences, defer communication until a gate, or shift the responsibility away from the program manager-none of which sustains stakeholder engagement throughout the phase.
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PgMP
Stakeholder Engagement
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