Project monitoring: How to engage all stakeholders

Project monitoring is a central element of la project management, ensuring that objectives, deadlines, and allocated resources are met. However, stakeholder involvement in this process is far from uniform. Some teams fully embrace monitoring tools and rituals, while others see them as a bureaucratic, time-consuming, and largely useless constraint.

What are the obstacles to this commitment and how can they be overcome? This article breaks down the key factors that influence team participation and suggests concrete ways to turn monitoring into a real driver of collective performance.

The different stakeholders in a project

The stakeholders in a project include all internal and external parties who have an interest in the success or failure of the project. They directly or indirectly influence its progress, results, and impact on the company.

The different categories of stakeholders

We generally distinguish between:

• Internal stakeholders: these are directly involved in the project. They include the project team, project manager, sponsors, managers, employees, steering committee, and senior management. Their role is central to ensuring coordination, defining responsibilities (using a RACI matrix, for example), and achieving the objectives set.
• External stakeholders: these are outside the organization but are still impacted by the results. This includes customers, suppliers, strategic partners, public bodies, end users, etc. Their level of influence and expectations vary depending on the project and require a specific stakeholder analysis.

The importance of all stakeholders’ commitment to project monitoring

In a project, each stakeholder plays a decisive role in ensuring that the project runs smoothly and is properly monitored.

Effective monitoring, when adopted by all, enhances transparency and streamlines communication between teams. It allows risks to be anticipated, resource allocation to be optimized, and decision-making to be accelerated. On the other hand, a lack of commitment leads to delays, incomplete information, and poorly informed decisions.

This recommendation highlights that the success of the project depends largely on proactive stakeholder management. Structured and continuous communication promotes:

• Alignment of stakeholder expectations through clear and consistent messaging ;
• Sustained engagement of key stakeholders throughout the project lifecycle ;
• Building trust, which is central to overcoming obstacles and achieving objectives.

But then, why is it often so difficult to effectively engage all stakeholders in a project?

Reasons for differences in commitment to project monitoring

The commitment of teams to project monitoring is rarely uniform. According to the 30/40/30 rule, employees are generally divided into three categories:

• 30% are committed: proactive, they update monitoring tools, use indicators, and optimize project organization.
• 40 % are disciplined: they follow instructions but do not seek to improve monitoring or question the process.
• 30 % are passive: they view monitoring as a constraint and only participate when required to do so by their superiors.

These disparities can be explained by several factors.

1A negative perception of project monitoring

For some, monitoring is perceived as a simple reporting exercise with no added value. When it is seen as a time-consuming administrative task with no direct impact on project management, team commitment declines.

2Lack of clarity on roles and responsibilities

If employees do not understand why their contribution to monitoring is essential, they may not be fully committed to it. A lack of communication about expectations and the usefulness of updates can lead to disengagement.

3Unsuitable or overly complex tools

Project management software that requires too much manipulation or does not integrate easily with existing processes can hinder its adoption. A poorly designed tool quickly becomes an additional constraint rather than a facilitator.

4The lack of feedback on tracked data

If the indicators collected are not used to improve decision-making or facilitate the work of teams, stakeholders may feel that they are unnecessary to the process. Monitoring should be a lever for action, not just a reporting tool.

How can all stakeholders be effectively engaged?

Engaging stakeholders requires a differentiated approach tailored to each stakeholder’s profile and expectations. Mapping stakeholders can be a key step in identifying their influence, needs, and level of involvement in monitoring. This analysis then enables the adoption of the right strategies to strengthen their buy-in. In all cases, certain general principles remain essential for fostering engagement.

1Give meaning to monitoring

It is essential to explain why monitoring is a strategic tool and how it directly impacts the success of the project. Rather than imposing rigid reporting requirements, it is better to show how monitoring helps teams to organize themselves better, avoid unnecessary interruptions, and streamline communication.

2Adapt tools and processes to the needs of teams

Effective monitoring relies on intuitive and tailored tools that make it easy to update data and integrate naturally into the daily workflow. Automating certain tasks and using summary dashboards reduces the administrative burden and improves compliance.

3Establish collaborative rituals

Follow-up meetings, regular progress reports, and project reviews should be seen as opportunities for constructive discussion rather than formal obligations. Well-facilitated follow-up, with clear and actionable indicators, promotes engagement and allows teams to better understand the impact of their work.

Here are some key rituals for engaging stakeholders:

To achieve these goals more easily, using a specialized collaborative tool such as IDhall can be a real asset. By centralizing information, tracking action plans, and facilitating communication between stakeholders, it helps teams make these rituals more effective and impactful.

4Recognizing team involvement

The involvement of stakeholders must be recognized and valued. Dynamic project management, highlighting successes linked to effective monitoring, encourages team buy-in and strengthens their commitment. The role of management and the steering committee is crucial in establishing a culture where monitoring is seen as a lever for collective performance.

Steering Committee (SteerCo), Project Manager, Sponsors: who should be responsible for monitoring?

Project monitoring is based on governance tailored to each organization. Depending on the size and complexity of the project, it may be led by a steering committee, the project manager, or the sponsors.

The key role of the project manager

In most cases, it is the project manager who handles day-to-day monitoring: they coordinate teams, ensure that information is kept up to date, and identify any obstacles.

The involvement of sponsors and management

Sponsors provide strategic vision and ensure that the project remains aligned with the company’s objectives. Their role is crucial in setting priorities and maintaining stakeholder engagement.

The Steering Committee: a strategic lever when in place

When present, the steering committee (SteerCo) plays a key role in project monitoring. Its purpose is not limited to validating decisions, but also to providing a clear vision of objectives, clarifying responsibilities, and facilitating communication between stakeholders. In its absence, this responsibility falls to the project manager and sponsors.

Towards more collaborative monitoring

Regardless of the governance model adopted — whether it involves a steering committee, a single project manager, or sponsors — monitoring must be structured and useful for all stakeholders. The goal is to ensure effective coordination, improve decision-making, and prevent it from becoming a constraint that teams perceive as unnecessary.

Successful monitoring is based on these three essential pillars:

• Clear planning and proactive risk management ;
• Accessible indicators to measure progress in real time ;
• A suitable tool that centralizes information and facilitates collaboration.

Regardless of who is responsible for monitoring, the key is that it should be structured, useful, and integrated into team practices.

To go further: Effective monitoring is not limited to a specific project, but is part of a comprehensive approach to improvement and management at the organizational level. In a company where several initiatives coexist, it is important to structure a consistent approach through project portfolio management.

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