How to Diagnose the Gap Between
Formal Approval and Operational Reality
ADVISORY
By Luca Paolo Giuseppe Prinzio
Turin, Italy
Abstract
Many projects do not fail because they lack methodology, planning tools or governance processes. More often, they fail because the alignment declared by stakeholders does not correspond to real operational alignment. Approved charters, completed RACI matrices, authorised budgets, shared milestones and formally correct minutes may give the impression that the project is under control. However, in day-to-day practice, priorities diverge, responsibilities remain ambiguous, dependencies are not managed, operational teams are not truly ready and suppliers are unable to deliver what they have declared.
This article analyses the hidden cost of stakeholder misalignment, distinguishing between formal alignment — documents, signatures, roles and approvals — and real alignment: actual understanding, operational priorities, coherent incentives, available capabilities and responsibilities that are genuinely assumed. Through five recurring patterns in complex projects, the article shows how the Project Manager can diagnose latent misalignment before it becomes a crisis. It also discusses the limits of traditional tools, in particular the RACI matrix, when it is used as a surrogate for real alignment rather than as a support for organisational clarity.
The central thesis is that the Project Manager should not limit themselves to managing stakeholders in a formal sense, but should learn to diagnose operational misalignment. The real project is not what is approved on paper, but what is actually understood, supported and made executable by those who must contribute to it and by those who will have to operate its result over time.
Keywords: stakeholder management, misalignment, project governance, RACI, operational readiness, Project Manager, risk management, blame culture, organisational dependencies.
Introduction – The Paradox of Approval
Let us imagine a very common scene. It is the final project steering committee meeting before the definitive go-ahead. The main stakeholders are present, either in the room or by videoconference. The Project Manager presents the latest version of the plan. The milestones are clear, the budget has been approved, the RACI matrix is complete, the project charter bears the signatures of the main sponsors, the cybersecurity lead has given their clearance, the service manager has confirmed the availability of operational resources and the supplier has signed the contract.
At a certain point, the ritual question is asked: “Are we all aligned?” Positive answers follow, together with nods of agreement and a few reassuring comments. The project is formally approved. It can start.
And yet, a few months later, something jams.
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How to cite this article: Prinzio, L. P. G. (2026). Misaligned Stakeholders: How to Diagnose the Gap Between Formal Approval and Operational Reality, advisory article, PM World Journal, Vol. XV, Issue VII, July Available online at https://pmworldjournal.com/wp-content/uploads/2026/07/pmwj166-Jul2026-Prinzio-Misaligned-Stakeholders-How-to-Diagnose-the-Gap.pdf
About the Author
Luca Paolo Giuseppe Prinzio
Turin, Italy
Luca Paolo Giuseppe Prinzio is a certified Project Manager and Database Administrator at CSI Piemonte in Turin, Italy, where he participates in complex projects on cloud and security. For over twenty years he has worked in the ICT world and carries out teaching and consulting activities in the field of Project Management. He can be contacted at lprinzio@gmail.com and linkedin.com/in/lprinzio
