I've noticed that most project teams focus a lot on the details of procurement.

I’m not saying it’s too much. It’s actually a good thing. But what stands out to me throughout the project is the lack of detail during execution.

Just like the quote above, if your idea can't be implemented, all your efforts and resources are wasted.

Can you imagine spending months preparing for a project and seeing tens of thousands of dollars (millions of pesos) go down the drain?

Today, I'll share some signals I've learnt from the dozens of projects we've executed, and when you need to provide more support to stakeholders.

So let’s dive in!

#1 Uncontrollable Scope Creeps

It happens. Easily.

When stakeholders start trying to solve related problems, you need to intervene and refocus them on the main problems you initially planned to solve.

Sometimes it's worth expanding the scope to address certain problems, but more often, it's not necessary.

Tip: What I usually do is have them list the issues in order of priority. Then, I have them outline which priorities they plan to address within a specific time frame (e.g., one month).

#2 Lack of Engagement During Meetings

When you start noticing attending meetings for the sake of attending meetings, you’ll notice they’ll be disengaged. Worse, if key stakeholders have their subordinates go to meetings instead.

Tip: To determine if someone is a key stakeholder, assess whether they have the knowledge and authority to make decisions.

#3 Missed and Extended Deadlines

One missed deadline is okay, but a pattern of missed deadlines usually means either the estimates were off or not enough attention is being given to the project.

Tip: People often overlook the importance of momentum. Stakeholders should have a certain level of interest to help ensure projects are completed on time.

#4 Negative Feedback can be Contagious

Similar to gossip, badmouthing projects can spread quickly. Negative feedback travels faster than positive.

During one of my projects, while we were in the go-live phase, a key stakeholder began spreading rumors that the new system would eliminate their jobs.

This made things much harder because we had to address their concerns individually and enlist help from their managers. It worked out in the end, but it made the process more difficult than it needed to be.

Tip: Immediately find out who is spreading the gossip. Understand why they did what they did, and try to win them over. Gossip will die down once other stakeholders see more buy-in.

#5 New Key Stakeholders

When new key stakeholders come on board, projects often go back to square one.

It's challenging for them to get up to speed on the entire project from start to finish. He would need to learn all the details just to provide a qualified opinion.

There’s also no incentive for them. If the project fails, the blame usually falls on the new stakeholder. If it succeeds, the credit often goes to the original stakeholder.

Tip: Immediately meet them once they’ve on-boarded. Don’t just mention the project. Attempt to impress and win them over.

That’s it for this week folks! Turn your ideas into reality.

Ciao!