How can CTOs manage stakeholder expectations regarding project timelines?

CTOs can manage stakeholder expectations by emphasizing reliability over speed and fostering trust through clear communication and demonstrable progress. Establishing a dependable schedule and involving stakeholders in prioritization decisions are key strategies.

Reliability Over Speed

One of the core strategies for managing expectations is prioritizing reliability over speed. Scott articulated this by saying, "Reliability is more valuable than speed. There's no point in going fast if you still show up late" ▶ 3:53. This approach ensures that stakeholders can plan around the engineering team's deliverables, aligning their efforts with the broader organizational goals. By focusing on schedule accuracy, CTOs can help their teams deliver consistently, which in turn builds trust with stakeholders.

Scott shared an anecdote about how his company strives for 80% schedule accuracy. This metric forces the team to understand requirements, break down tasks, and avoid bugs, all of which contribute to a dependable delivery process ▶ 3:13. By aiming for a realistic completion rate, the team can challenge themselves while maintaining a reliable output that stakeholders can depend on.

Building Trust Through Communication

Effective communication is essential for managing expectations. Brad emphasized the importance of trust, stating, "Everything we do either generates trust or erodes trust" ▶ 8:40. To build this trust, CTOs must ensure that stakeholders understand the complexities of engineering work and the rationale behind project timelines.

Scott recounted a scenario where a stakeholder pressured him about project timelines. Instead of simply taking orders, he acted as a thought partner, providing recommendations on where to slot new projects within existing priorities ▶ 12:51. This collaborative approach not only helps stakeholders understand the constraints but also involves them in the decision-making process, fostering a sense of ownership and trust.

Demonstrable Progress

Another key strategy is to make progress visible. Scott mentioned using Scrum techniques to mitigate the perception of a lack of urgency. By breaking down projects into smaller, demonstrable parts, teams can show stakeholders tangible progress at the end of each sprint ▶ 47:08. This approach not only reassures stakeholders that work is being done but also allows for course corrections before it's too late.

Brad shared an example of how making QA work visible on a dashboard transformed stakeholder perceptions. By clearly showing the flow of work, stakeholders could see the team's efforts and contributions, which helped build trust and demonstrated a sense of urgency ▶ 43:00. This kind of transparency can be scaled up to larger teams, ensuring that all stakeholders have a clear view of progress.

Involving Stakeholders in Prioritization

Involving stakeholders in prioritization decisions is crucial for managing expectations. Brad highlighted the importance of operating against a set of agreed-upon priorities, stating, "We're operating against a set of priorities that we agree to" ▶ 12:06. By making stakeholders part of the prioritization process, CTOs can help them understand the trade-offs involved in adding new projects to the roadmap.

Scott shared how he navigates these discussions by acting as a steward of the business, offering recommendations on project prioritization based on business impact and effort required ▶ 12:51. This approach not only helps stakeholders make informed decisions but also aligns their expectations with the team's capabilities.

Addressing Perceptions of Urgency

Finally, addressing perceptions of urgency is essential for managing expectations. Scott noted that stakeholders often question the team's urgency, asking, "Why is it taking you longer than 12?" ▶ 28:27. To counter this, CTOs must ensure that stakeholders understand the complexities involved in engineering work and the realistic timelines required for completion.

Brad suggested that CTOs challenge themselves to identify parts of the organization that may inadvertently undermine the perception of urgency. By addressing these areas, CTOs can create an environment where stakeholders feel confident in the team's ability to deliver on time ▶ 36:00.

In conclusion, managing stakeholder expectations requires a combination of reliability, clear communication, demonstrable progress, stakeholder involvement, and addressing perceptions of urgency. By focusing on these strategies, CTOs can build trust and ensure that project timelines are understood and respected by all parties involved.