In managing organizational change, we tend to spend an inordinate amount of time identifying and categorizing stakeholder change impacts. This has become de rigueur in change management practice. Stakeholder expectations, on the other hand, are often overlooked or given very little attention. But the Project Management Institute (PMI) stresses that meeting these expectations is just as important as fulfilling a project’s technical requirements. From the Seventh Edition of the PMBOK Guide: “Stakeholders, especially those with a high degree of influence and who have an unfavorable or neutral view about a project, need to be effectively engaged so that their interests, concerns, and rights are understood.” In other words, project success is measured not only by the extent to which technical objectives are achieved, but also by how well the project satisfies the needs of key stakeholders.
Understanding stakeholder expectations early in a project is crucial for ensuring a successful outcome. These expectations can range from specific business results to personal or group interests, as well as larger strategic objectives. And often, they do not align perfectly with the project’s technical objectives. They are also frequently unarticulated. When a project faces inevitable changes in scope or timing, change managers should carefully examine how these changes will affect stakeholder expectations of the project.
A core principle in PMI’s method is stakeholder engagement, which involves more than simply communicating periodic change updates. It requires ongoing dialogue and intentionally sought alignment between the project team and key stakeholders. This ensures that any changes are not only technically viable but also acceptable and beneficial to those with a vested interest in the project’s success. In PMI terms, “stakeholder engagement proactively advances value delivery.”
For example, say a software implementation project needs to modify its timeline to incorporate business critical new features. The technical team will, naturally, focus on how to deliver those new features and the timeframe necessary to do so with quality. But PMI would also recommend that equal attention be given to the impact to stakeholder expectations, such as whether the delay will impact end users or the extent to which key executives are comfortable with the revised timeline.
Ignoring stakeholder expectations typically leads to dissatisfaction, even if the project is technically successful. Stakeholders frequently consider the success of a project a function of how well it aligns with their own goals and priorities. When stakeholders feel like they are being heard and their expectations are being addressed, they are more likely to support the project, even if changes in the project occur along the way.
Effective project management of change requires a conscious balancing of technical requirements with stakeholder expectations. Navigating this complex dynamic is essential for achieving both successful project outcomes and strong stakeholder commitment.