Vous naviguez dans le cadre d’une importante initiative de changement informatique. Comment gérez-vous efficacement les attentes des parties prenantes ?

Some good advice listed from others. My response to this is somewhat of a paradox - so be cautious. I believe (and still hold on to) that Honesty is primary. Treat your stakeholders for who they are: Adults, Professionals, and wanting success. Don't complain, but it's ok to share what you are up against and what you are doing about it. Often times they will want to help. Be sure to listen. Caution: Stakeholders will appreciate your transparency but they won't offer you a job later...because they won't be too keen on you being transparent where it may involve them. "Happy to Receive, less happy to Give."

To manage stakeholder expectations to first need to identify and understand those expectations. There are loads of tools to help you do this, but a great place to start is the PRINCE2 stakeholder grid. Once you've done that you can develop a tailored engagement strategy based on the needs of the stakeholder and the amount of resource you have available in your team. You also have to revisit this periodically through the initiative. Stakeholders may change, or the same ones may develop different expectations. Keeping on top of this will make sure you are dealing with everyone in the right way. After that, following the ITIL4 communication principles will cover most situations.

At the start, have an honest discussion with stakeholders to understand their point of view to assess the impact of the IT change from their lense. These discussions should cover key priorities, metric of success, and goals of stakeholder which will help align expectations. Based on these discussions document key objective and outcome of the change initiative to articulate how the change can have a positive impact on stakeholder's key priorities, metric of success and goals. Establish a change governance framework, communication plan, and reporting that will meet the needs of stakeholders. Ensure their involvement through out the change journey.

Develop a Comprehensive Change Management Process Standards Compliance: Ensure the process aligns with ISO/IEC 27001 and ISO 9002 standards. Document all procedures meticulously to adhere to these standards. Failover Plan: Implement a robust failover plan to handle any potential failures. Regularly test and update the failover plan to ensure reliability. Detailed Planning and Forecasting: Conduct thorough project delivery forecasts. Engage with stakeholders to gather detailed planning inputs. Ensure clear communication and documentation of plans from all stakeholders.

Communication is key. Having a great change management program is important, but for really large changes, additional conversations are needed. The larger the project, the more of the stakeholders you need to understand and communicate with. Have a specific written down plan, and hold people accountable. As others have said, pre-defined measures of success at each milestone. Don't over project it, but project it.

Be clear and upfront about all the potential changes, risks, and mitigations (if you know them). This is something other than what you do at the start but is carried out throughout a project's lifecycle. Could you be clear about each risk or change to the completion of this work? The sooner you are clear about these changes, the easier it is to adapt to them and the more trust you have from your stakeholders.

Ajude as partes interessadas a entenderem o que é possível e o que não é dentro dos limites do projeto. Defina expectativas realistas quanto ao cronograma, custos e resultados finais. Isso pode envolver educar as partes interessadas sobre os processos de TI e os tempos envolvidos em implementações significativas.

First thing first: Know the expectations of each person with the change that is upcoming, it is important to know what they have been saying between them. How do they think the upcoming situation is going to be afected? It is important also knowing the informal leaders, and what do they think. Be smart, they're not going to tell you right away what they think. Their power lays on the trust of their people so they'll want to be part of them. Make a power map and a risk planning, bring the leaders closer and be honest. Make a communication plan and follow it. Keep the door open but the objectives clear

Além de apresentações executivas de status report e acompanhamento das tarefas em um kanban, solicite feedback regular das partes interessadas ao longo do projeto. Isso não apenas ajuda a ajustar o curso conforme necessário, mas também faz com que as partes interessadas se sintam ouvidas e valorizadas no processo de mudança.

Could you try to identify those who will need support in understanding the project from the start? From there, figure out the best way to receive and understand information to help them through the change/project's lifecycle. For example, if someone asks many questions in group meetings, set up a time with them before those meetings to discuss the changes/updates separately. This will help along the delivery journey and allow more time for other people to ask questions in the group meetings.

Mostre às partes interessadas como a iniciativa de mudança de TI vai agregar valor ao negócio ou à organização. Isso pode incluir melhorias em eficiência, redução de custos, melhor experiência do cliente, entre outros benefícios tangíveis.

Changes always have the risk of impacting an area or the business. It is important to have objective and transparent communication with everyone involved, this reduces noise and conflicts. After any successful or unsuccessful change implementation must also be communicated transparently, this communication process can even strengthen the relationship and trust between the areas.

Incluindo as partes interessadas no processo desde o início, ouvindo suas preocupações, sugestões e requisitos. Isso não apenas melhora o entendimento mútuo, mas também ajuda a construir um senso de propriedade compartilhada do projeto.

Esteja preparado para ajustar o plano conforme novas informações e requisitos surjam. A flexibilidade é essencial para lidar com mudanças nas expectativas das partes interessadas e garantir que o projeto continue alinhado com os objetivos organizacionais.

With any change—big or small—try to plan backwards for the delivery date. This will change your mindset from 'What do I need to do to hit that date?' to 'What will stop me from hitting that date?' Starting from the end will also ensure you allow more time for final end-to-end testing and have a plan for any unknowns that may appear. Doing this small change will give you more flexibility in adapting to unexpected changes and setting realistic expectations with stakeholders.