Scope Change is an official decision made between the project manager and sponsor to change a particular feature to expand or reduce it's functionality. Hence, it will have have all the constraints (e.g. time, cost, quality, and others). Scope creep refers to the original project scope to build a product with some specific feature slowly grows outside of the scope originally defined in the statement of work.

What you mentioned about 'behind the schedule' and 'stakeholders are unhappy' is bit confusing. If the PM has to catch up completing the project, it is possible a scope creep might occur. Alternatively, if the scope is changed, it will have impact on all the constraints: schedule, resources, risks, budget & quality.

'With the limited resources' (both in terms of budget and human resources) and with a 'project scope change' this project will be a total mess! It has to be 'crashed' in order to meet the deadline. That means, you have to compromise on quality (since there is limitation for time and cost).

Secondly, there are many categories of stakeholder in any business. The PM cannot satisfy everyone. Only the keep stakeholder needs to be satisfied. If the project considered to be a successful project, it has to come from the key stakeholders. 

To answer your question, there is nothing a PM can do to win back the trust of stakeholders when the quality is compromised!

For me, the statement, 'won back the trust of stakeholders' means, that the stakeholders already lost trust in the PM and the PM is trying to crash the project to win back the trust of the stakeholder. He doesn't have to do it!

Even in a hypothetical case where in the quality is not compromised, PM cannot satisfy all the needs of all the stakeholders. The fact that the stakeholders were unhappy means, that the PM didn't do a good job indentifying all as well as his important stakeholders to start with!

Built a trust.

To believe in the goodness and feasibility of the project to encourage those who will make it happen

@ Dear Pandi, thanks for sharing your opinion.

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A successful project manager is one who can foresee the total task from start to finish, and take in the prowess to understand this vision. He demands to react with agility to arising issues and varieties. The formal certification and procedures required in traditional labor management can weigh you down.

As I stated earlier a stakeholder is usually an investor in your company whose actions influence the result of your business decisions. Every commercial enterprise needs a different approach to stakeholders. The roles of stakeholders differ between businesses, depending on the patterns and duties laid out at the foundation of your companionship or as your business evolved over the long time.

To gain the confidence of stakeholders without compromising the quality a Project Manager should act with a sense of urgency because projects are fabricated with a set timeline, budget, and resources, it is of extreme importance that the labor process is perpetually being driven towards completion. The single most significant activity of project manager is planning which must be detailed, organized, and require team participation. And wish the real world plans always change and reprioritise with situations. For this he has to plan, re-plan, and plan. He should stick to a policy of open communication, encouraging all members to voice thoughts and concerns. Project success occurs when it is delivered on time, within budget, with a level of deliverables that are acceptable to the client.

@ Sardar, 'a Project Manager should act with a sense of urgency' ---> this is not an option for any project manager in any project at any given time due to its 'critical path' 

http://en.wikipedia.org/wiki/Critical_path_method

@ Dear Pandi Sense of urgency means an urgent situation calling for prompt action.  Urgency is a critical factor in project planning. The urgency is directly related to the production of results within the shortest time. 

@ Hi Sardar, thank you for sharing the attachment. First of all the article was written in 2011, which cited PMBOK. However, the latest edition of PMBOK is 2013, which is completely revised and Project Stakeholder Management is very elaborate knowledge area. 

The authors claim, 'According to Betty Sue Flowers (MARCUS, 1998), people must have a sense of urgency even when they are facing a good situation. The sense of urgency doesn’t come only from an emerging crisis, but also from the need to be ready for any situation, including opportunities.'.

From what I understand, they could have misinterpreted 'risk planning'. 'Risk urgency Assessment' is a tool in one of the process called, 'Perform Qualitative Risk Analysis'. If you're familiar with PM processes, the PM should assess the risk by using the Probability and Impact Matrix and prepare a contingency plans as needed. 

When you start to read further down, you will see they have used the word 'risk'.

Additionally, their conclusion reads, 'Quick planning aiming to attend the continuous need and the sense of urgency of the organizations is a clear trend in working with projects. In order to satisfy this critical sense of urgency, many projects are implemented without any planning because planning takes time and affects the sense of urgency required. '.

During project planning, not everything is known apriori. Some will unfold as the project progresses. In this scenario, the PM should use what is known as 'rolling wave planning'. So, the PM doesn't have to delay the project activities until he/she is absolutely clear: http://en.wikipedia.org/wiki/Rolling_Wave_planning

Although I am not against you for anything and please don't feel that I am arguing with you, I must say, your assertion is wrong with regards to the word urgency. The critical path has a 0 float. Hence, urgency will not work at all!

Doing things in urgency is not one of the quality of a good project manager. Perhaps, you could brainstorm with your colleagues to see what they think about it. I am very thorough with the stakeholder management as I wrote a detailed paper on this subject (submitted, but yet to be published). 

Hi Sardar,

The project manager needs to identify the root cause of lack of  trust (not the symptoms) by the stakeholders & deal with the root cause as appropriate.  Project manager should tasked to project manage his or her various stakeholders' needs throughout the different phases of the project.  This can be a challenging task as stakeholders' issues can be very dynamic.. 

If stakeholders are project team members, beside identifying the root cause, the project manager needs to perform the following to promote team trust:

1) lead with the right style e.g. people, task, result etc oriented at the right time

2) perform team building continuously to promote team cohesion & team work

Regards,

Fung

@ dear Pandi....thanks again for your opinion.

As stated in my earlier reply I repeat urgency means an urgent situation calling for prompt action. Urgency describes how soon something has to be done before it becomes “too late”.  “What is important is seldom urgent and what is urgent is seldom important.” ~ Dwight D. Eisenhower 

Answer to your comment on "Hence, urgency will not work at all! Doing things in urgency is not one of the quality of a good project manager." 

Martin webster sums it up very well in his recent article "Sense of urgency".......

"Without a sense of urgency business change endeavours are likely to fail or, at best, deliver lukewarm results. Leaders need to understand what needs to be done to move people on. The different stages of change—denial, resistance, exploration, commitment—all require different strategies. At the denial stage you need to engage with all of your stakeholders in order to explain your vision and how you intend to carry out the strategy. Balance urgency with the need to allow enough time to explain this information and decide what action to take."

http://blog.sandglaz.com/the-urgent-important-matrix/

http://blog.doolphy.com/2011/04/07/priority-urgency-status-and-progress-of-tasks/

http://www.reinhardtsmit.com/blog/post/prioritising-tasks-urgent-or-important

http://www.transformationmanagement.com/SenseofUrgency.html

Dear @Sardar, regarding Stakeholder confidence: telling the right story, the right way, at the right time!

Stakeholder Engagement - Practitioner Handbook is very good resource about!

http://www.ey.com/GL/en/Issues/Driving-growth/Growing-Beyond--Stakeholder-confidence

https://www.immi.gov.au/about/stakeholder-engagement/_pdf/stakeholder-engagement-practitioner-handbook.pdf

"Once you understand the problem you've caused, ask what you can do to make it better. If you have embarrassed the team to others, go and speak to them and set the record straight. If you did what you felt was right, even though it broke a previous commitment, talk about it openly. Breaking a commitment is a problem, but so is honoring an unreasonable one. Try to reset expectations based on what you've learned since you made the original commitment, then be more careful of making "never" and "always" commitments." 

Dear @Sardar, The 12 Best Strategies to Keep Engineering Projects on Track is attached! I do like the first one : Learn to value the early days of the Project as if they were the same as the final days! Very good reading!

http://searchsoftwarequality.techtarget.com/answer/How-to-regain-a-teams-trust

http://www.angotti.com/12strat.html

by consider time management and quality service

This is what I had done in similar situations earlier:

Publish information on the project status (irrespective of how bad it looks)

Give a plan to resolve the current issues and move forward.  Sometimes you may have to negotiate hard to win additional time or budget.  However, most of the clients oblige if you have the right story.

When things are going smooth, none bother about numbers (metrics); but when the ride is rough, quantitative management will definitely win the trust of your client managers.

Hope this helps

-Sree

Agreed. Always be truthful and accurate in your dealings with stakeholders. Projects will run late but that is not always a problem, Does late mean the whole project or a portion ? Is there a mitigation strategy ? Can you fast-track or crash the schedule ? Present the stakeholders with a plan of action and ask them to formally approve any changes in scope or time together with a clear and realistic statement of the impact on your project.