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Projects can only succeed to the extent the relationships between stakeholders allow them to. Strong relationships allow for frank discussion of problems early enough for them to be planned around. They are resilient when projects face resistance, and help remove barriers to progress. They are able to accommodate change and compromise for the good of the project.
As time progresses the people originally involved in a project may move on and new faces appear. This is good and bad: new views keep the project fresh and it is good to question assumptions; on the downside tacit knowledge about the project disappears and the original rationale for decisions is lost.
Many organisations acknowledge that gaps exist between the business and the IT team, and between the project team and the supplier. These gaps can multiply alarmingly as the number of suppliers, partner organisations and other stakeholders increase, such as when delivering a shared service. Each gap is an opportunity for misunderstanding to develop and represent a real risk to the project.
Coraledge does a great job of bridging gaps within a project, and our aim is to help you build effective and enduring relationships across the organisation. We feel strongly that a capability for managing relationships is a key differentiator between success and failure for projects and programmes. Consequently we prioritise the management of relationships with stakeholders in all our projects.
We strive for effective relationships, and whereas our preference is to have amicable ones it is not always possible. The important thing is the relationship works in a way that is beneficial to the parties.
