When Lies are Blatantly Clear
On the other hand, as much as you try to investigate, some stakeholders will simply be dishonest to protect their interests or to keep the project running. Here are some examples you may run into:
No Money – Some stakeholders (especially clients and vendors or suppliers) may agree to the budget on paper and sign off on the project when, in fact, they know their cash supply is short and there is no way they can either fund the project or buy the needed supplies for the project to flow smoothly. You don’t want to deal with these people, and as much as vendors and clients investigate you, so should you investigate them when it comes to choosing them to be part of the team. Don’t go just by their word. Ask to see financials or documentation on projects recently funded or completed. Your very best bet is to request a letter of good standing from their banking institution which will offer the number of bounced checks, if any, etc.
Change Violators – The entire PMO office has changed and been revamped and everyone on the team must change to adapt to the new PMO. There will be dissenters, however, and some of them can make change control a nightmare for you. Here, their dishonesty may come from spreading lies and untruths about the new PMO office and leaving many in fear. Those who do this don’t so much fear change; they simply don’t want to change and there’s a difference. Nip these situations in the bud by confronting the rumor mill and having a face-to-face with the guilty party. If you have to remove this wart from the team, do so.
Dishonest Is the Best Policy – In the business world, unfortunately, this happens more often than not. When you first choose team members, you most likely talked about your open door policy and how when things go wrong, you need to know immediately. Yet, there are those who disregard this important information and instead will be dishonest when things do go wrong. They do not come to you when the error is realized and may even blame others. Unfortunately, these folks can be hard to root out at first, but they are repeat offenders. When you find them, get rid of them—you, your staff and your project don’t need this type of destructive behavior.