How to work with stakeholders, build effective teams, and prepare for what could go wrong
The technical work is usually straightforward. The human and uncertainty elements are where complexity lives.
Whether you're managing volunteers, negotiating with funders, or planning for the unexpected, the frameworks here will help you navigate the messy, unpredictable reality of real projects."
People
Teams - Roles - Stakeholders - Communication
Building An Effective Project Team
1) Set a clear goal.
Motivation is the key factor that keeps the team working together effectively. All stakeholders involved in the project need to understand what their goals are. They should recognise the value the project will deliver and see how their efforts contribute to the final outcome.
2. Get the right people to do the job.
Building a strong project team involves not only assessing their skills and performance but also understanding their human qualities. The project manager should consider how well each person collaborates with others, whether they communicate effectively, and if they are open to feedback and new ideas.
3. Distribute the roles and responsibilities.
Once your team is in place, it's helpful to clarify each person's responsibilities. Turning individual efforts into a united team performance is like assembling a puzzle - you need to fit the right pieces together to see the full picture clearly.
4. Establish effective communication.
To keep everything running smoothly, it's great to hold regular meetings where everyone can share updates and chat about progress. Connecting as a team and staying informed will help you respond effectively and stay aligned on your path forward.
5. Be a team not only in the workplace.
To add more value, team members should interact outside of the office. Organising various team-building events can strengthen relationships. As a result, the team better understands each other and works more productively.
Who does what?
The RACI (Responsible, Accountable, Consulted, Informed) Matrix
The RACI matrix is a responsibility assignment chart that outlines each task, milestone, or key decision in a project and designates the responsible individuals.
Tip:
The Charities Regulator's Governance Code requires clear decision rights. A RACI is concrete evidence of compliance, useful when reporting to funders or the Regulator.
See below for downloadable templates
Stakeholder Management
Who cares and What do they want?
Project stakeholders include internal members like senior leaders and team members, as well as external parties such as customers, suppliers, regulators, and communities. Each stakeholder brings unique interests, incentives, risk tolerances, and perspectives. Together, their influence can either support or challenge the successful delivery of the project.
High Power
KEEP SATISFIED
Finance director, regulatory bodies, legal advisors
MONITOR
General Public, distant partners: Minimul but respectful contact
MANAGE CLOSELY
Board chair, major funder, CEO: Needs frequent updates and involved in all decisions
KEEP INFORMED
Beneficiaries, community groups, volunteer groups
Low Interest - High Interest
Tip:
The Charities Regulator expects evidence of beneficiary engagement in annual reports. Community stakeholders also matter when seeking planning permission for physical changes to a facility.
See below for downloadable templates
Communication Planning
Right Message, Right People, Right Time
Effective communication truly is the heartbeat of successful project management, especially in a diverse and dynamic environment like Ireland. Given the complexity and teamwork involved across different sectors, keeping communication clear and consistent helps ensure everyone stays on the same page and objectives are achieved.
See below for downloadable templates
RISK
Identify - Assess - Respond - Monitor
Risk management involves the meticulous identification and evaluation of potential threats or uncertainties that could affect your organisation's objectives. It is a strategic process where measures are implemented to minimise adverse impacts on performance, profitability, and future sustainability.
Understanding Risk: What could go wrong?
EXTERNAL RISKS
Regulatory changes, Economic conditions, Weather events, Supplier failure, Reputational damage from media
PROJECT SPECIFIC RISKS
Scope creep, Delays, Quality issues, Stakeholder resistance, Unrealistic time/cost estimates
INTERNAL RISK
Key person unavailable, Budget cuts, Competing priorities, Skill gaps, Technology failure
THE 4-STEP RISK PROCESS
1. Identify - what could happen?
2. Analyse - how likely? how bad?
3. Plan responses - what will we do?
4. Monitor - is it happening?
See below for downloadable templates
Risk Assessment: Likelihood x Impact
Not all risks deserve equal attention. Score each risk on two dimensions - likelihood and impact - to determine where to focus your energy.
LOW
Low/Low
LOW
Med/Low
MEDIUM
High/Low
LOW
Low/Med
MEDIUM
Med/Med
HIGH
High/Med
MEDIUM
Low/High
HIGH
Med/High
HIGH
High/High
LOW LIKELIHOOD- HIGH LIKELIHOOD
IMPACT
Risk Response Strategies: What will you do?
Once you've scored your risks, you need a response for each high and medium priority risk. There are four strategies. Choose the one that fits the risk and your resources.
01
AVOID
Change your plan to eliminate the risk entirely. Best for high-impact risks where elimination is feasible.
Risk: Outdoor event rained out → Book an indoor venue instead
02
MITIGATE
Reduce likelihood, impact, or both. The most common response for risks you can't avoid entirely.
Risk: Volunteer drops out → Cross-train a backup; document all processes
03
TRANSFER
Shift the risk to someone else via contract or insurance. Costs money - weigh up whether it's worth it.
Risk: Equipment damaged → Buy insurance or use supplier equipment with their liability
04
ACCEPT
Acknowledge the risk and deal with it if it materialises. right for low-priority risks or where mitigation costs more than the impact.
Risk: Printing 5% over budget → Contingency budget will absorb it
