Managing project stakeholders as a UX lead can feel a bit like juggling while walking a tightrope. Diana Riggieri shares advice from her experience.
Managing project stakeholders feels a bit like juggling while walking a tightrope, doesn't it? The product team wants it simplified, the technical lead says that's impossible, and your primary stakeholder isn't answering your urgent messages, and you? You're just trying to keep everyone happy, aligned, and moving forward – all while maintaining your balance. To understand how successful PMs navigate these challenges, we spoke with Diana Riggieri, a UX Research Lead who manages complex technical projects.
Most projects seem straightforward on paper, but the reality often involves layers of hidden complexity. "On my most complex project, we have four or five stakeholders. We usually have one real point of contact, but those silent stakeholders exist," Diana shares. When working with large tech companies, the stakeholder landscape can be overwhelming. "These teams within our client organizations can be as large as my entire consulting firm," she explains. "Even when working with the same client company, different projects might involve completely different departments and stakeholder groups." This complexity means PMs need to be prepared not only for large stakeholder groups but also for managing multiple concurrent projects where each has its own unique web of relationships and interests.
Create a stakeholder map that includes not just your direct contacts, but anyone who might influence project decisions. Update it regularly as new stakeholders emerge. Confirm whether any decisions require additional input before finalizing to prevent unexpected roadblocks or last-minute changes.
Want to prevent stakeholder conflicts before they start? Diana's team uses a simple but powerful tool: documentation. "We have a written project intake form that outlines the timeline and details of the project," she explains. The form is crucial in managing expectations about project delays, especially when coordinating across multiple teams and time zones. "We make it clear up front that if client teams need more time for kickoff meetings or approvals, this affects our delivery timeline... Just having that clear and in writing is really important." This documentation has become their first line of defense when timeline negotiations become necessary, laying the groundwork for those difficult "no" conversations later in the project.
Create a simple project intake template that includes timeline dependencies, coordination requirements, and how scheduling delays impact delivery dates. Share it with stakeholders before project kick-off.
Even with clear documentation (and despite your best efforts), stakeholders sometimes push for changes that could derail project success. Diana has developed a diplomatic but firm approach: "This is what was decided on originally, and we just had to move forward with it. But next time, we could certainly explore that area if it's within the scope of the study." This approach keeps projects on track while maintaining positive stakeholder relationships.
The key is learning to say no effectively. "My ability to say no and push back has definitely improved," Diana reflects. "In the beginning [of my career], I would just say yes to everything because I didn't want to say no or I didn't know how to say no. It's not just 'no, we're not going to do that,' but sharing education as to why that wouldn't be the best method." This education-focused approach helps stakeholders understand and support project constraints. “When a request isn’t feasible, we provide context to help them understand that we hear their request, but it may not be in the study’s best interest to proceed that way and to help them understand why. Our goal is always to keep their best interests at the forefront, ensuring every decision supports the specific project's success.”
Practice the "no sandwich" – acknowledge the request, explain why it doesn't fit current project constraints, and offer an alternative for future consideration.
Here's something they don't teach you in PM school: your team's morale directly impacts stakeholder relationships. Diana's approach? "I find that empathizing with my team members goes a long way... I meet with the researchers on my team regularly and I understand their pain points. I'm there with them... Just meeting them and saying, I see you, I get it. Tell me if there's anything I can do to make this a little bit easier for you, because I'm here to help." This supportive environment enables teams to handle stakeholder challenges more effectively.
Schedule regular check-ins with your team focused not just on tasks but on their challenges and needs.
Smart project managers know that prevention beats damage control. Diana's team uses "pre-mortems" to stay ahead of potential issues: "What could go wrong in this study? Can we anticipate it? How can we try to mitigate it? Can we avoid it completely?" This proactive approach helps teams identify and address stakeholder concerns before they become problems.
Before your next major milestone, gather your team for a 30-minute pre-mortem. List potential issues and create action plans for each.
As projects become more complex and technical, stakeholder management continues to evolve. "Just staying up to date with fi technology that's evolving so quickly,and integrating AI tools ethically and effectively," Diana notes. "We want to use them, we want to work with them, but they obviously can't replace the work that we're doing."
The key to successful stakeholder management isn't just about managing upward - it's about creating a foundation of clear documentation, proactive communication, and supported teams. Master these elements, and you'll be better equipped to handle whatever stakeholder challenges come your way.
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