Stakeholder management

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DO - IT - YOURSELF

Management

Stakeholder

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Do not add objects or

George StamosAgile/Lean coach and trainer at Intracom Telecoms S.A

Scrum.org/User Profile

MsC in Electronics & Telecommunications Engineering graduate of

Bath University

.

Specialties: Lean, Agile, Scrum, Kanban, Training & Coaching

Scrum Teams, Mentoring Organization’s new Scrum Masters

g_stam77

[email protected]

http://www.slideshare.net/GeorgeStamos

https://www.scrum.org/User-Profile/userId/1851



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mailto:[email protected]

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Problem description

So far one of the most vital but problematic

areas within organizations seem to be

stakeholder management.

This action applies to all levels of the

organization with different abstraction

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About this material

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Objective

› To raise customer and stakeholder understanding

of your product owner community, teams and

organization

› Provide a tool in order to– understand stakeholder’s expectations & needs

– collaborate in the most efficient way across the entire chain of the

product development flow stakeholders

– manage autonomously end-to-end operational responsibilities

› Help the building of working networks with all

stakeholders along your product flow

Slide subtitle Management

Stakeholder

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What do you need?

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You need to

› Develop relationships and trust among stakeholders and

individuals that influence your products

› Manage relationships among your stakeholders

› Benefit from powerful stakeholders

› Ensure requirements are identified and aligned as early as

possible

› Mitigate risks and problems that delay your product

› Understand stakeholder tolerance in your risks

› Identify positive existing relationships

› Identify stakeholders and align with their expectations early

enough

Slide subtitle Management

Stakeholder

What is

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Stakeholder Management

› . . . is the process of interpreting and influencing

both the external and internal environments exist

in your product life cycle by creating positive

relationships with stakeholders through the

appropriate management of their expectations and

agreed objectives.

› Stakeholder management prepares a strategy

based on information gathered during

identification and the analysis phase of the

process, aiming to support the strategic objectives

of your organization and products.

Slide subtitle • Product owner

• Scrum master

• Feature development teams

What we want!

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Product owner

By definition, the primary goal of a product owner is to

represent the needs and desires of the stakeholder

community

› Help the stakeholders understand

• Product/feature requirements

• Product/feature plans

• Business and product/feature risks

› Listens to all stakeholders

› Report to internal & external product stakeholders

› Negotiate with internal & external product stakeholders

› Collaborate closely with all product stakeholders

› Understand stakeholder needs and expectations

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Scrum master

› As a facilitator,

– to facilitate stakeholder management activities

– to help all roles and functions to collaborate closely

› As a coach,

– educate the Team and Product Owner

› to follow the process

› to remain engaged from the definition to the completion of the

feature

› to set the right expectations

› to provide ongoing feedback and support

› to allow all the transparency required and needed towards their

stakeholders

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› As a shield,

– to educate others outside the feature about how organization is

working

– to manage stakeholder expectations

› As an impediment handler,

– to listen

– to remove fear & comfort

– to create and share big picture

– to challenge

Scrum master

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Development team

› Know who feature stakeholders are

› Prioritize feature stakeholders right

› Keep stakeholders satisfied, actively engaged and

informed

› Monitor them and be aware if their expectations changed

› Communicate often using the right tools

› Be able to justify their decisions

› Engage feature stakeholders

› Be informed of feature’s risks

› Determine product team interaction points

› Define the objectives

› Set the frequency

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The challenge

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The challenge

›Unidentified stakeholders

–those who were not identified early in the project

›Unreasonable stakeholders

–those who do not embrace the feature as

required

›Unclear stakeholders

–those who do not clearly articulate

–those who are not open and honest about their

interests and expectations

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› There’s misalignment

– Conflicting priorities

– Unshared vision

› There are politics

› You may be the messenger...

– At some point, you will need to give bad new

– You will need to say no

› And stakeholders changing over time

–At any given point, you may not know who they all are

–We need a systematic approach to identify and prioritize

The challenge

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The process

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YOUR TURN NOW

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Identify

your

stakeholders

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Identify Product stakeholders

› The challenge: Identify all your product

stakeholders and draw your network.

› Duration: 30 minutes

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Identify stakeholders Cheat sheet

Consider those who have . . .

The ability to impact your project

The ability to enhance your project (SMEs)

The ability to slow down your projects

The ability to remove impediments

The ability to lead opinions

The ability to facilitate the change

Remember those who have to live with the solution

Customers and your organization itself

Production support (Maintenance)

Do not forget external influences

Subcontractors

Suppliers

Competitors

Regulatory agencies

Stakeholders may . . .

Find faults Delay approvals

Provide little support Be overly controlling

Reassign resources Pull the plug!

Start a competing project

Sway opinions in a negative direction

Stakeholders . . .

Can be business owners and others with significant decision-making authority

Can be impacted by the project but have little influence

May want more of your time than you can give

May not even be aware of your project... and may not want another email in their inbox!

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Analyze

your

stakeholders

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1. Define the context, and purpose of every stakeholder

identified

2. How is the above achieved

3. Determine who needs to be involved

4. What is your expectation from each stakeholder

5. What is your stakeholder expectation

6. Identify tangible & intangible deliverables needed from

both sides

7. Describe or draw the interaction or transaction you have

with each stakeholder

Duration : 1 hour

AnalyzeProduct stakeholders

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Prioritize

your

stakeholders

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The stakeholder map

Actively

Engage

Keep

Informed

Keep

Satisfied

Monitor

Low

High

HighInterest / Availability

Infl

ue

nc

e

What is it? • Provides a framework

for managing

stakeholders based on

interest and influence

• Y-axis sometimes

labeled “Power”

• X-axis sometimes just

labeled “Interest”

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Actively

Engage

Keep

Informed

Keep

Satisfied

Monitor

Low

High


Infl

ue

nc

e

• Business owners and

others with significant

decision-making

authority

• Typically easy to

identify

• Can kill, sustain, or

nurture the project

• They’re typically easy

to actively engage.

Set up consistent

touch points

The stakeholder map

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Actively

Engage

Keep

Informed

Keep

Satisfied

Monitor

Low

High


Influence

• Those with

significantly decision-

making authority

• Lacks the availability

or interest to be

actively engaged

• It is usually difficult to

have consistent touch

points. Do whatever is

needed to keep them

satisfied.

The stakeholder map

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Actively

Engage

Keep

Informed

Keep

Satisfied

Monitor

Low

High


Infl

ue

nc

e

• May be impacted by

the project but have

little influence

• May want more of your

time than you can give

• Find efficient ways to

communicate and

keep them informed

• Email updates

• Presentations

• Publicity

campaigns

The stakeholder map

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Actively

Engage

Keep

Informed

Keep

Satisfied

Monitor

Low

High


Infl

ue

nc

e

• They aren’t (and don’t

expect to be)

significantly involved

• They may not even be

aware of your project...

and may not want

another email in their

inbox!

• Know who they are

• Monitor them and be

aware if they move into

other quadrants

The stakeholder map

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Map (exercise)

Monitor

Keep

Satisfied

Keep

InformedInterest / Availability

Infl

ue

nc

e

Actively

EngageBusiness Owner

Major stakeholder

Minor stakeholder

Subject Matter Expert

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Prioritize stakeholders Cheat sheet

Actively Engage

• Business owners and others with significant decision-making authority

• Typically easy to identify

• Can kill, sustain, or nurture the project

• They’re typically easy to actively engage.

• Set up consistent touch points

Keep Satisfied

• Those with significantly decision-making authority

• Lacks the availability or interest to be actively engaged

• Do whatever is needed to keep them satisfied.

Keep informed

• May be impacted by the project but have little influence

• May want more of your time than you can give

• Find efficient ways to communicate

Monitor

• They aren’t (and don’t expect to be) significantly involved

• They may not even be aware of your project... and may not want another email in their inbox!

• Know who they are

• Monitor them and be aware if they move into other quadrants

What is it?

A framework for managing stakeholders based on interest and influence

• Y-axis sometimes labeled “Power”

• X-axis sometimes just labeled “Interest”

Stakeholder map

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Engaging

your

stakeholders

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Engaging Stakeholders

1. Following the analysis made before

– Determine your touch points

– Define the expected objectives and outputs

– Set the frequency

2. In case of a stakeholder alignment need

– Build your alignment agenda

– Questions you have

1. Use Engaging stakeholders (cheat sheet) to evaluate/improve your

product stakeholder touch points

2. Use Stakeholder interview (cheat sheet) in order to prepare your self

for this alignment by doing the right questions too

Notes

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Engaging stakeholders Cheat sheet

Think fist

• Do my stakeholders prefer formal or informal communication?

• What is the reporting needs of each stakeholder?

• How does reporting generally occur in my organization? What do reports look like in my organization

• What are the pattern of interactions used?

• What is missing?

Impact Analysis basic questions

• How well are we converting our inputs into value?

• How do stakeholder inputs help us build our capabilities?

Cost/Risk handling

• What are the product handling costs or demands arising from stakeholders requests and expectations

• What is the product risks when stakeholders requests/expectations handled or not handled well?

Value creation (benefit/gain)

• Is there a gain, increase, or positive impact on our feature in terms of improving quality, processes, feature timing or cost reduction?

• Does it build strategic capability for the product by increasing knowledge or competence, enabling collaboration or learning, improving ways of working?

• How well are we using our assets?

Ask your self

• What are your product biggest challenges?

• What does success look like?

• What would happen if you don't change the way things are done today?

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Stakeholder alignment Cheat sheet

Consider and Share

• Your product Vision, Goals and Time Plan

• Your development teams structure and location

• What are your development processes and who owns them?

• What is your expectations?

• Describe your role and responsibilities.

• What areas for improvement have you observed?

Ice breakers

• What are your organization biggest challenge?

• What does success look like?

• What are the biggest challenges in your role?

Moving into the details

• How would you describe the process?

• What parts of the process would you improve and why?

• What ideas do you and your teammates talk about as ways to improve the process?

• What would happen if we don't change the way things are done today?

Question that can be addressed

• In your opinion what are the product risks? What are the chances of success vs. failure? Why?

• How do you measure success in your organization?

• How often would you prefer to interact?

• What information do you use in your job? What forms do you use?

• Where are your organization's locations?

• What is your management organization structure?

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Managing

Expectations

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Managing expectations

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What is needed

›Patience

›Setting the right expectation

–on scope

–and timing

›Prioritize right

›Allocate feature resources and budget right

›Be able to justify your decisions

›Continuous planning and risk assessment

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Be prepared for

›Questions from those not familiar with your

practices

–“What do you mean you can’t commit to what

I’m getting six months from now?”

–“Can you squeeze it in? It’s really small.”

–“Why are you wasting time on architecture and

refactoring?”

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Consider

• How

• When

• Objectives

• Resources

Communicate often

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How?

› Audio/Visual

– Video conferencing

– Teleconferencing

› Face to Face

– Project meetings

– Workshops/Presentations

– Briefings

– Ad-hoc meetings for individuals with specific questions

› Online

– Email

– Forums

– Intranet, wikis

› Printed material

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When?

›Proactive communication (preferably)

›Reactive communication

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What objectives?

› Provide reporting material

› Review planning

› Review budget

› Information sharing

› Decision making

› To remain engaged

› Provide feedback and support

› Define and clarify requirements

› Collaborate

› Establish a trusting Agile environment

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Which resources?

›Define spokes-people

–Good to speak with one voice

–Good to know the audience

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Way forward

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Proposals

› Gather all stakeholder intelligence in one place

› After product completion forward or present your

feedback and experiences to your organization

and development community

› Share your good practices

Stakeholder management

Business

Transcript of Stakeholder management