XFN Leadership

Can you explain your process for holding stakeholders accountable and ensuring they fulfill their obligations?

Engineering Manager

Adeppar

Pepperfry

Miro

SAP Concur

ResearchGate

Fastly

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Answers

Anonymous

4Strong
For a project, I first identify the stakeholders like product manager, tech lead, partner teams and their POC, Consultant/Architect, reviewers, etc. A shared project document is created to outline the roles and responsibilities of the stakeholders. This document also has the OKRs as well as rough timelines. I get the consensus on the project document to kick-off the project. I also create Slack/Teams channel for the project and add all the stakeholders to have transparency (which also adds accountability) to the project
Based on the responsibilities for my team, I work with tech leads and PMs to create a tracker for deliverables and tasks (I use Kanban when possible). This builds accountability through process.
Regular sync with key XFn stakeholders like PMs, partner team POC/manager, Consultant earns trusts, creates a tighter feedback loop and identifies the blockers. These can be group meeting or 1:1s. This also gives opportunities to resolve conflicts or escalate in timely manager.
I report status to leadership through MBR/QBRs. I celebrate milestones through public announcements and shared demos at org level along with partners.

Anonymous

4Strong
Holding stakeholders accountable is very important and normally it's done through aligning on goals and delivery dates.
We had a legacy Toll-Free Number verification process done through emails. We will receive a reply for rejected toll-free numbers and that had to be checked manually by someone. The external partner now had an API endpoint we could integrate with and we wanted to migrate to the API based verification. When manual work was done and there were rejections, our stakeholders also had to do some work to correct information and resubmit for verifications. We talked to our stakeholders and they agreed to move to the API-based system. We had to make sure they would also integrate with our infrastructure once we had done our work. We identified how much work and effort is required for each team and when teams will have time to work on this. After aligning on the timeline and the goal of moving to API based system to get back engineering time spent on manual work, we started executing project delivery. We had a document for the project that I put together which clarified stakeholders and set clear expectations. We used Jira to track the progress. To ensure stakeholders are held accountable beyond just the initial documentation, we had a weekly check-in on progress and documented our progress on the document we wrote. To make sure stakeholders are engaged, we created our projected dedicated Slack channel and had continuous discussions and conversations around any problems or questions.
Also want to note that any conflict resolution or managing delays is also an important aspect. When a delay happens, people need to be transparent and upfront about the delay and communicate it as early as possible so we can work together to address the issue. A conflict should be resovled through a root cause analysis and agreeing on a solution to move forward.
Once we had done our work, our stakeholders already had an engineer ready to work on the integration and it was done quickly. We rolled out the change to production and reduced our time spent on manual work from 2 hours combined for both teams down to about 15 minutes combined.

Anonymous

3.8Strong
I usually make sure to have combined stakeholder meetings for project to review obligations and dependency and be prompt in calling out and tracking any issues/risks/gaps. Have seperate deep dive meetings in a small setting to understand any issues, impact and have measurable and actionable next steps to achieve the goal. Escalate to higher management if there are any conflicts that couldn't be resolved at my level. 

Anonymous

3.6Strong
At Auctane, I followed a structured process to ensure alignment - I would initial have date for date, and followed up with an email for alignment. I would also send a weekly status report for the leadership highlinting the project status and identifying any risks associated and how I am working on mitigating that risks.
 For eg. in one of our projects we had a external dependencies on UPS for a new API version - our PM was working with them and the delays on their end had impact for us - the project would have been delayed by a month.
I communicated with the leadership team on the risks and the plan i have to mititgate this risk. I had a join stakeholder meeting with the UPS team and my PM. We could identify parts of the API which we could work on while they are working on thier issues - by working out a parallel path - I could reduce the risk and deliver the project on time.
By being proactive and collobrating with the stakeholders I could deliver the project on time.


Anonymous

3.4Strong
Meetings, communication channels, RACI graph, documentation

Project Document - add information about the stakeholders. Add RACI chart into the plan covering the roles of all the stakeholders about the responsibility, accountability, consulted, informed
Recurring meeting  - Depending on the influence and criticality of a stakeholder I setup meetings with different cadence to track the obligations and ask for timely inputs through variuos communication channels like email, group messaging, 1:1 meetings, standups etc
Escalating - if there is impact on the project delivery
  • Can you explain your process for holding stakeholders accountable and ensuring they fulfill their obligations?
  • How do you hold your stakeholders accountable and ensure they are meeting their obligations?
  • What methods do you use to make sure stakeholders are meeting their responsibilities and obligations?
  • How do you hold stakeholders to their commitments and ensure they are meeting their obligations?
  • Can you describe your approach for ensuring stakeholders are fulfilling their obligations and responsibilities?
  • How do you monitor the performance of stakeholders and ensure they are meeting their obligations?
  • Can you discuss your strategy for holding stakeholders accountable and making sure they are meeting their obligations?
  • How do you ensure that stakeholders are meeting their commitments and obligations?
  • What steps do you take to make sure stakeholders are following through on their obligations and responsibilities?
  • Can you outline your process for holding stakeholders accountable and ensuring they meet their obligations?
  • How do you enforce accountability among stakeholders and ensure they are fulfilling their obligations?
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Interview question asked to Engineering Managers interviewing at Digit Insurance, Duck Creek Technologies, Asure Software and others: Can you explain your process for holding stakeholders accountable and ensuring they fulfill their obligations?.