PMP Practice: Build trust and influence stakeholders to accomplish project objectives

Building trust and influence with resistant stakeholders requires direct, personal engagement that demonstrates respect for their perspective and expertise. By scheduling a one-on-one meeting, Dante creates a safe space to understand the CFO's concerns, address skepticism about the project's value, and show how the CFO's expertise is essential to shaping an effective solution. This collaborative approach builds relationship capital and transforms a potentially resistant stakeholder into a partner. The scenario specifically notes that the CFO controls budget approvals for implementation, making early relationship-building critical to project success. Effective stakeholder collaboration begins with listening, understanding concerns, and demonstrating value rather than imposing requirements or escalating prematurely.

**Why not B:** Escalating to the sponsor before attempting direct engagement damages trust and positions the project manager as lacking interpersonal skills. This approach may create defensiveness and resistance rather than collaboration. Escalation is appropriate after direct engagement attempts have failed, not as a first response.

**Why not C:** Presenting a completed plan without the CFO's input reinforces the stakeholder's perception that their perspective doesn't matter and misses the opportunity to build trust through collaboration. This approach risks creating a solution that doesn't meet the CFO's actual needs and increases the likelihood of rejection during budget approval.

**Why not D:** While documenting risk is appropriate, simply recording the issue without taking action to engage the stakeholder is passive project management. The scenario requires proactive relationship-building, not just risk documentation. This approach fails to address the underlying problem of stakeholder engagement and influence.