Here's how you can effectively manage stakeholder expectations in projects.

De acordo com minha experiência acredito que a comunicação honesta e transparente são fatores que nos aproximam dos stakeholders. Portanto, procure se relacionar de forma clara, seja objetivo, honesto, apresente lições aprendidas, facilite e ajude os stakeholders a identificar necessidades. Certamente uma boa conexão com os stakeholders ajudará a definir expectativas realistas.

Communicating the project's goals, proposed scope and intended outcomes are key. When engaging stakeholders, it's also worthwhile to be honest to manage expectations upfront rather than promising an outcome that won't materialise. As circumstances change, stakeholders will then be more understanding and more receptive to changes as and when they occur.

Monitorar e controlar o andamento do projeto é fundamental para fornecer atualizações regulares e precisas. Gerencie as expectativas, faça reuniões quando necessário e quando apresentar o relatório que ele realmente reflita o projeto e não apenas o que o cliente quer ver. As correções só acontecerão quando os erros aparecerem, não deixem os problemas para o final do projeto. Caso contrário correrá risco de não entregar o acordado.

Communicating in plain language is most useful here and when there are any misalignments, to clarify them before moving forward. Most importantly, regular engagement, taking in feedback and making changes along the way is often the best way forward.

Esteja preparado para gerenciar e se adaptar a mudanças. Vários fatores podem causar mudanças nos projetos, busque analisar quais são esses fatores para minimizar os riscos. Porém fique pronto para realizar as mudanças necessárias que possam surgir.

Establishing a process or simple communication channel to collect feedback might prove more useful than you think. Taking action then will then be beneficial and linking this to the earlier part of the article, can also foster trust with stakeholders, giving them more confidence in the project team.

One also needs to have enough self awareness and regulation which goes hand in hand with awareness of others (stakeholders) and positive influence. Without self awareness, blind spots in relationships with stakeholders can emerge and a program manager is unable to identify why he/she is finding a particular request or stakeholder harder to deal with than others. Good self awareness enables a program manager to negotiate as they are familiar with their own boundaries. Without it, it’s hard to lead, difficult to choose strategies and tactics and certainly hard to identify when to walk away.