Yesterday we talked about some successful tactics for effectively working with project stakeholders. I believe a productive and ongoing dialog with all the project stakeholders is critical to project success. That being said, when stakeholders become nothing more than noisemakers they can hurt morale, hinder performance, and put projects in jeopardy.
What is a noisemaker?
A noisemaker is someone who tries to influence a project or a project’s outcome to a degree that is disproportionate to their role and negatively affects project performance. It’s possible a noisemaker could be a stakeholder who is not directly involved in the project, a team member who overrides customer input on requirements, a customer who attempts to dictate technical details, or even an end user who insists his or her area of functionality receives attention at the expense of others.
That being said, not everyone who becomes involved in a project outside of their role is necessarily a "noisemaker." Sometimes a stakeholder outside of your project can help you deal with other out-of-control stakeholders. It all depends on whether or not their additional input has a positive effect on the project. However, left unmanaged, noisemakers can have a disastrous effect on project based work.
How Does One Manage Noisemakers?
The first step is to recognize the problem—and this is a project-long activity.
Still, recognizing the problem doesn’t solve it. The next step is to make sure that there is an appropriate way for stakeholders to participate and offer input. Directly soliciting opinions early sometimes helps cut noisemakers off at the pass—and helps circumvent any damage they might cause later on in the project.
There may also be times when you need to solicit help from another stakeholders to help turn a noisemaker into a team player—making them an asset to the project. However, sometimes noisemakers actively work to prevent project success and you may need help to remove their influence in every way possible.
Managing stakeholders is an ongoing process and critical for work management success. Successful project management requires diligence, persistence, and tact when working with stakeholders—and noisemakers. I have yet to meet a project management professional who doesn’t have to deal with noisemakers at one time or another. I’d love to hear about what you are doing to manage those issues.
Great post Ty. I’ve found noisemakers to crop up on pretty much every project I’ve ever worked on. And you’re absolutely right: they come from all over–they’re not just stakeholders. As such, I find dealing with noisemakers to be something you have to do on a case-by-case basis. If the noise is coming from a stakeholder who is demanding that they get more attention, or get to have more “stuff”, I find being clear about scope is the best approach. “I’d love to help you more, why don’t we talk about another project we can do after this one is over with?” Which has the added benefit of making you more money (hehe). Sometimes the noise comes from a stakeholder who withholds information from you, but makes the noise to other people. This is worse because you can’t hit the issue head on. Having an iron-clad communications plan is helpful here, with checkpoints built in around places you know your noisemaker is having status meetings that don’t include you. Sometimes your team gets what I call “ringleaders” but who are essentially noise makers. These are people who like to stir the pot around other team members complaining about this or that, deliberately putting down other people’s suggestions, and are constantly challenging the PM with a “why should I” type attitude. If it’s within your power, I recommend ditching them as they’ll hurt the project in the long run. If it’s not within your power, rejig the roles and responsibilities of your team members such that the noisemaker is marginalized. I haven’t given an exhaustive list, just the ones that come to the top of my mind. Thanks again for writing this post, Ty! Stakeholder management is a very near and dear topic to me!
Geoff Crane http://edge.papercutpm.com
Geoff, Thanks for the comments. I think you’ve hit the nail on the head. How well a project manager is able to work with stakeholders and minimize the damage caused by noisemakers is often the difference between a successful project and one that isn’t. (Not to mention the value it provides to your personal mental health.) Thanks again for your comments. _
The best weapon against a noisemaker is turning it back on them – professionally, of course. Answer “why” with “why not?”, say “you may be right – we’d love to hear what data you have to support your objection”, say “I know X is time-consuming, what is your alternative solution that will still allow us to meet Y business objective?” Most noisemakers can dish it out, but can’t take it – and when put on the spot will back down (which also helps others to see them for what they are – full of hot air).
Cindy, thanks for the great comments. I appreciate your contribution to the discussion. Dealing with noisemakers is something ever project manager needs to learn how to deal with.