Stakeholders and their values - Gilb
Transcript of Stakeholders and their values - Gilb
![Page 2: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/2.jpg)
Agenda Stakeholder Value: Why we persistently fail to deliver value for money, how to avoid failure; risk management, case studies in persistent real value success.
In any domain, not just IT, especially if IT might learn from the ideas.
Historical and cultural ideas welcome. • As usual, this is intended as an umbrella theme, to give
interesting people scope to discuss their special interest, in this light.
• Your talk must stay within the broad theme of STAKEHOLDER VALUE: case studies, theories, practices, personal experiences, not just about IT, but of any systems, cultures, nature, history, business management, charity management, education etc.
• We encourage as usual colourful imaginative, fun, challenging, innovative presentations.
• They do not have to be your personal experiences. They can be analysis of other exciting innovation ideas and experiences.
• The main thing is that participants are thrilled and deeply impressed by your depth and clarity, and innovation. Think TED Talk (see below)
2
![Page 3: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/3.jpg)
Concept *269
ValueValue is perceived benefit:
that is, the benefit we think we will get from something. Notes:
1. Value is the potential consequence of system attributes, for one or more
stakeholders.
2. Value is not linearly related to a system improvement: for example, a
small change in an attribute level could add immense perceived value
for one group of stakeholders for relatively low cost.
3. Value is the perceived usefulness, worth, utility or importance of a defined system component or system state, for defined stakeholders,
under specified conditions.
‘‘One man’s meat is another man’s poison.’’ Old proverb
4. ‘Benefit’ is when some perceived value is actually produced by a defined system.
5. Value is relative to a stakeholder: it is not absolute. Quality, for example, is stated in terms of the objective level of ‘how well’ a system performs, irrespective of how
this level is appreciated by any stake- holders. Some defined levels of quality only have a value to some stakeholders. The same is true for all attributes. There are
many Planguage ways of indicating that a stakeholder values an attribute. These include using Value, Stakeholder, Authority, Impacts, and Source parameters.
‘‘Nowadays, people know the cost of everything and the value of nothing.’’
Oscar Wilde.
3
![Page 4: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/4.jpg)
Stakeholder Attributes
• Some attributes of stakeholders
• which can be defined in more detail,
• and can be quantified
• status estimated
• and potentially improved
4
![Page 5: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/5.jpg)
Planguage Definition
A stakeholder is any person, group or object,
which has some direct or indirect interest
in a defined system. Stakeholders can exercise control over
• both the immediate system operational characteristics, • as well as over long-term system lifecycle considerations
• (such as portability, lifecycle costs, environmental considerations, and decommissioning of the system).
Notice:‘or object’.
This includes laws, regulations, plans, policies, customs, culture, standards. Inanimate.
• you cannot ask them or discuss with them. • But you can analyze them, their priority, the degree of relevance. • They can determine if your system is illegal, or acceptable. • Determine success or failure.
Icon O<- (Source of requirement)
5
![Page 6: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/6.jpg)
3 Basic Stakeholder
Types
Groups Inanimate Individual
6
![Page 7: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/7.jpg)
Gilb’s Stakeholder Principles.1. Some stakeholders are more critical to your system than others.
2. Some stakeholder needs are more critical to your system than others.
3. Stakeholders are undisciplined: they may not know all their needs, or know them precisely, or know their value. But they can be analyzed, coached, and helped to get the best possible deal.
4. Stakeholders may be inaccessible, unwilling, inanimate, oppositional, and worse: but we need to deal with them intelligently.
5. Stakeholders might well ask for the wrong thing, a ‘means’ rather than their real ‘ends’. But they can be guided to understand that. Or their requests can be interpreted in their own real best interests.
6. Stakeholders do not want to wait years, get delays, invest shitloads of money, and then little or no value. They want as much ‘value improvement’ of their current situation, as they can get, as fast as they can get it. For as little cost as possible,
7. Stakeholders cannot have any realistic idea of what their needs and demands will cost to satisfy. So their adopted requirements need to be based on value for costs, not on value alone. Delivering small increments, based on high value-to-cost, is one smart way to deal with this.
8. If you think you have found ‘all critical stakeholders’, I think you should assume there is at least one more, and when you find that one, …. They will emerge, and they are not all there at the beginning.
9. If you think you have found all critical needs of a stakeholder, there will always be at least one more need ‘hiding’.
10. If you do not understand, and act on the principles above; you might blame your failure on ‘system complexity’, and the unexpected and wicked problems. But in reality, it is your own fault and responsibility; deal with it - up front and constantly.
•SOURCE, 2016 Paper“Stakeholder Power:The Key to Project Failure or Success”including 10 Stakeholder Principleshttp://concepts.gilb.com/dl880 (COPY FEB 2017)http://concepts.gilb.com/dl872 (FEB 2016) 7
![Page 8: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/8.jpg)
Stakeholder Costs
8
![Page 9: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/9.jpg)
Stakeholder Costs
9
![Page 10: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/10.jpg)
10
Adding Strategies for Improving Stakeholder Attributes
![Page 11: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/11.jpg)
Stakeholder Ends and Meansthe ???? signifies that we did not yet estimate the
effectiveness of the ideas for getting better11
![Page 12: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/12.jpg)
12
![Page 13: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/13.jpg)
13
‘Accessibility’ defined quantitatively
![Page 14: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/14.jpg)
‘Adaptability’ Value defined
14
![Page 15: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/15.jpg)
15
Known Unknowns
![Page 16: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/16.jpg)
SLIDES GIVING ROUGH DRAFT OF SUBJECTS
16
![Page 17: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/17.jpg)
Priorities•Stakeholder priorities (which one gets
current attention and resources)
• depend on their multiple attributes, evaluated in real time
• like power, fragility, value produced
• & also depends on their set of critical requirements
• and their costs and current satisfaction
• and depends on OUR chosen priority policy
• like value/costs and risks
• See ‘Value Planning’, Chapter 6 Prioritization Evaluation
17
![Page 18: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/18.jpg)
Tools• Tools for dealing with Stakeholders
• Planguage
• Needsand Means
• stakeholder.com
• Lack of Decent Tools
• Agile/Scrum
• Enterprise Architecture
• Lean?
• Decent tools
• allow many stakeholders
• quantify stakeholder needs
• directly relate needs:stakeholders
• can update complex sets 50+ each.
• Stakeholder explicitly in the dev. cycle
18
![Page 19: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/19.jpg)
Processes
• Stakeholder driven development cycle
19
![Page 20: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/20.jpg)
20
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Value Management Learning Process
![Page 21: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/21.jpg)
21
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Identify Stakeholders Who and what cares about the outcome of our project?
![Page 22: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/22.jpg)
22
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Value Capturing Find & specify quantitatively Stakeholder Values, Product Qualities & Resource improvements.
![Page 23: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/23.jpg)
23
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Solution Prioritization Find, Evaluate & Prioritize Solutions to satisfy Requirements.
![Page 24: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/24.jpg)
24
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Evo Cycles Decompose the winning Solutions down into smaller entities, then package them so they deliver maximum Value.
![Page 25: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/25.jpg)
25
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Develop Develop the packages that deliver the Value.
![Page 26: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/26.jpg)
26
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Deliver Deliver to Stakeholders improved Value. (not always a thing or code)
![Page 27: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/27.jpg)
27
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Measure Change Measure how much the Values changed.
![Page 28: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/28.jpg)
28
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Learn & Change Learning is defined as a change in behavior.
![Page 29: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/29.jpg)
29
Stakeholders
Values
Solutions
DecomposeDevelop
Deliver
Measure
Learn
Value Management Learning Process
![Page 30: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/30.jpg)
© 2008 Kai Gilb © [email protected]
Stakeholders
ValuesMeasure
Learn
Value Management Learning Process
30
Solutions
DecomposeDevelop
DeliverEvo Development / Scrum
Architecture / Engineering
Business AnalystReali
ty
(Bus
iness/
Archit
ectu
re/En
ginee
ring/
Develo
pmen
t)
![Page 31: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/31.jpg)
31
Stakeholders
ValuesMeasure
Learn
Value Management Learning Process
Solutions
DecomposeDevelop
Deliver
Scrum
![Page 32: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/32.jpg)
Eternal Cycles: Stakeholder Competition
• Deming:
• ‘as long as there is competition’
• PDSA
• and Kai’s Value Delivery cycle
32
![Page 33: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/33.jpg)
The Basic Design Steps Logic: a summary1. Environment Scope helps identify stakeholders.
2. Stakeholders have values and priorities
3. Values have many dimensions
4. Stakeholders determine value levels
5. Design hypotheses should be powerful and efficient ideas, for satisfying stakeholder
needs
6. Design hypotheses can be evaluated quantitatively, with respect to all quantified
objectives and resources
7. Designs can be decomposed, to find more efficient design subsets, that can be
implemented early
8. Designs can be implemented sequentially, and their value-delivery, and resource costs,
measured
9. Designs that unexpectedly threaten achievement of objectives, or excessive use of
resources, can be removed or modified.
10. Designs that have the best set of effects on objectives, for the least consumption of
limited resources, should generally be selected for early implementation.
11. A design increment can have unacceptable results, in combination with previous
increments, and they, or it, might need removal or modification
12. When all objectives are reached, the process of design is complete: except for possible
optimization of operational resources, by even-better design.
13. When deadlined and budgeted implementation-resources are used up, it might be
reasonable to negotiate additional resources; especially if the incremental values are
worth the additional resources.
14. When deadlined and budgeted implementation-resources are used up, it might be
reasonable to negotiate additional resources; especially if the incremental values are
worth the additional resources.
The Logic of Design: Design Process Principles. Tom Gilb, 2016, Paper.
http://www.gilb.com/dl857
Requirements
Design
Deploy
Re-design
![Page 34: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/34.jpg)
Critical ={Stakeholders, Requirements}
• prioritization tactic
• Critical Factor Concept *036• A critical factor is an attribute level or condition in
a system, • which can on its own, • determine the success or failure of the system • under specified conditions.
• We prioritize critical factors like critical stakeholders and their critical requirements
• until all are satisfied • then we should probably stop
34
![Page 35: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/35.jpg)
Stakeholder Rights• Stakeholders should have the
• Right to have a voice
• Right to be consulted
• Right to be warned
• Right to suggest
• Right to review
• Right to measure
• Right to complain
• Right to be informed
• Right to change their mind
• Right to understand costs
• Right to understand value/resources
• Right to understand risks
• Right to set their priorities
35
![Page 36: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/36.jpg)
Stakeholder Power
• Stakeholder power is rarely absolute
• Stakeholder power needs to be balanced with all other stakeholders
• Stakeholder power will vary through time
• Stakeholder power is less relevant when their needs are satisfied
36
![Page 37: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/37.jpg)
Stakeholder Ethics
• Stakeholders will have highly varied ethics, and motivations
• We can influence stakeholder ethics by a variety of actions
37
![Page 38: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/38.jpg)
Stakeholder Feedback Types
• Stakeholders have a variety of ways to feedback, react, and influence the process
• gradual measurement of value delivered versus value expected
• complaints
• Sensemaker feedback
38
![Page 39: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/39.jpg)
Stakeholder-Driven Value Delivery
• all projects are about delivering values to stakeholders
39
![Page 40: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/40.jpg)
Dynamic Priority• selecting next actions….
• the next strategy implementations with stakeholders… to deliver value
• depend on
• the degree of value delivery
• the depletion of limited resources
• new emerging requirements
• which are not very predictable
• so, it is hard to know what you will prioritize doing, in advance
• but you can ‘compute’ it logically step by step
40
![Page 41: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/41.jpg)
Sensemaker: Stakeholders
• stakeholder crowds are analyzed to find ‘requirements’
• designs that work well show up in crowd chatter
• Dave Snowdon
41
![Page 42: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/42.jpg)
Fail or Succeed Role, of Stakeholder
• stakeholders can,
• depending on their value satisfaction
• refuse to buy or pay
• give bad reviews
• declare a system to be illegal
• give rave reviews
42
![Page 43: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/43.jpg)
Stakeholder Education, Training, Coaching
43
![Page 44: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/44.jpg)
Stakeholder in other cultures
• Scrum
• Product Owner, User
44
![Page 45: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/45.jpg)
Structures
• Hierarchies
• Dependencies
45
![Page 46: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/46.jpg)
Sensing Stakeholders
46
![Page 47: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/47.jpg)
Rejecting Stakeholders
47
![Page 48: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/48.jpg)
Rejecting Some Needs
48
![Page 49: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/49.jpg)
Decomposition
49
![Page 50: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/50.jpg)
Stakeholder Risks
50
![Page 51: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/51.jpg)
slides needing placement
51
![Page 52: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/52.jpg)
Defining a list of stakeholders which are related to an Objective
52
![Page 53: Stakeholders and their values - Gilb](https://reader030.fdocuments.us/reader030/viewer/2022012800/61b591e1ddfd1b16ab1a1dc4/html5/thumbnails/53.jpg)
53
The Scale definition, scale ‘parameters’ - give additional information regarding stakeholders: such as where, when, which type, under what circumstances