Change is the only constant in today’s business environment, and for organizations managing complex project portfolios, the pace and magnitude of change are only accelerating. According to the 2025 Project and Portfolio Management Priorities Report, 70% of project and portfolio management (PPM) professionals experienced more change in 2024 than in previous years, and 98% said these changes required them to alter their work priorities. The impact is profound: 97% reported that rapid change adversely affected key business metrics, including productivity, employee engagement, and strategic alignment.

In this context, effective change management – especially stakeholder engagement – has become a critical success factor for EPMOs and portfolio leaders. The organizations that thrive are those that not only manage change but also actively engage stakeholders at every level, turning resistance into support and uncertainty into opportunity.

The Unique Challenge of Change in PPM

Unlike project-level change management, which focuses on specific deliverables and a defined group of stakeholders, portfolio-level change management is broader and more complex. It requires balancing the needs and expectations of a diverse array of stakeholders – senior executives, project managers, finance, customers, partners, regulators, and more – across multiple projects with potentially competing objectives.

Portfolio-level change management is about more than communication; it’s about strategic alignment, continuous engagement, and adaptive leadership. It means ensuring that all projects are aligned with the organization’s long-term strategy and that resources are allocated in a way that supports both individual project success and overall portfolio value.

Why Stakeholder Engagement Is the Cornerstone of Change Management

Stakeholder engagement is the systematic process of identifying, analyzing, and actively involving stakeholders to ensure their needs, interests, and concerns are considered in decision-making and delivery. Engaged stakeholders:

• Influence portfolio decisions and outcomes
• Help manage conflicts, risks, and shifting priorities
• Enhance transparency, communication, and collaboration
• Contribute to strategic alignment and the successful delivery of portfolio value

When stakeholders are not engaged, the result is often misaligned priorities, wasted resources, project delays, and diminished outcomes.

Steps for Effective Stakeholder Engagement in PPM

1. Stakeholder Identification

Begin by mapping all stakeholders – internal and external – who are affected by or can affect the portfolio’s success. Use stakeholder maps or influence/interest analysis to categorize them by power, interest, and urgency. For example, a hospital upgrading its digital systems must consider IT staff, administration, software vendors, and even patients as stakeholders.

2. Stakeholder Analysis

Understand each stakeholder’s needs, expectations, influence, and level of interest. Prioritize stakeholders for communication and involvement. A senior executive with high influence and interest may require detailed reports, while a mid-level manager may only need summary updates.

3. Engagement Planning

Develop tailored engagement and communication strategies for each stakeholder group. Approaches may include regular updates (emails, dashboards), steering committee meetings, one-on-one sessions, and feedback surveys. For instance, an energy firm might hold quarterly board reviews for executives and monthly updates for project leads.

4. Two-Way Communication

Effective communication is not just about broadcasting information; it’s about listening and enabling feedback. Use multiple channels – meetings, reports, portals, newsletters, and dashboards – to ensure stakeholders are informed and have opportunities to voice concerns or suggestions.

5. Continuous Engagement and Adaptive Leadership

Change is ongoing, and so is stakeholder engagement. Regularly revisit stakeholder maps, update engagement plans, and remain flexible as new stakeholders emerge or priorities shift. Adaptive leadership – being open to feedback and willing to adjust course – is essential for maintaining alignment and support.

The EPMO’s Role in Change Management

The EPMO sits at the nexus of strategy, execution, and change. Its responsibilities include:

• Creating a clear change management strategy and communicating it across the organization
• Actively listening to and valuing stakeholder feedback
• Demonstrating the value of change initiatives to all stakeholders
• Facilitating collaboration and breaking down organizational silos
• Continuously measuring and communicating progress and benefits

The level of organizational investment in the EPMO – and its ability to drive meaningful change – depends on how effectively it communicates its value and engages stakeholders.

Best Practices for Engaging Stakeholders in Change

• Define Roles Clearly: Minimize ambiguity by clarifying stakeholder roles and responsibilities.
• Foster Strategic Communication: Go beyond project-level updates; communicate the “why” behind changes and how they align with organizational goals.
• Empower Champions: Identify and equip change champions at every level to advocate for new initiatives and reinforce key messages.
• Monitor and Adapt: Use feedback loops, surveys, and informal check-ins to gauge engagement and adjust strategies as needed.
• Celebrate Successes: Recognize contributions and celebrate milestones to build momentum and reinforce positive behaviors.

Conclusion

In an era of exponential change, effective stakeholder engagement is the linchpin of successful change management in PPM. By systematically identifying, analyzing, and involving stakeholders, and by fostering open, two-way communication, organizations can turn potential resistance into enthusiastic support. The EPMO’s leadership in this area not only ensures smoother transitions but also maximizes the value and coherence of the entire portfolio. As we move further into 2025 and beyond, mastering stakeholder engagement will remain a defining capability for high-performing organizations.