Halfway through a Waterfall project to implement a new ERP system, you compare the current stakeholder engagement assessment matrix with the target levels defined in the stakeholder engagement plan. Two department heads who were expected to be "supportive" are now classified as "resistant." No change requests have been submitted and existing communication channels remain the same. The schedule and cost performance are on track, and senior management expects minimal disruption. Which action should you take first to close the gap between actual and desired engagement?
Send out a general survey to all stakeholders to gather their satisfaction levels and broad feedback
Perform a root cause analysis to identify underlying issues with stakeholder engagement and adjust your strategies accordingly
Focus on stakeholders who are already supportive and maintain current engagement practices with the others
Increase the frequency of stakeholder meetings tailored to each stakeholder's current engagement level
Root cause analysis is the appropriate first step in the Monitor Stakeholder Engagement process when there is a variance between actual and planned engagement. By identifying the underlying reasons-such as unclear expectations, conflicting priorities, or ineffective communication-the project manager can select a targeted response, which may include updating the stakeholder engagement plan, revising communication tactics, or issuing change requests. Surveys, more meetings, or focusing only on supportive stakeholders may help later, but they risk treating symptoms rather than the root cause.
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