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DO - IT - YOURSELF
Management
Stakeholder
George Stamos
Agile/Lean coach and trainer at Intracom Telecoms S.A
Scrum.org/User Profile
MsC in Electronics & Telecommun...
Problem description
So far one of the most vital but problematic
areas within organizations seem to be
stakeholder managem...
About this material
Objective
› To raise customer and stakeholder understanding
of your product owner community, teams and
organization
› Prov...
Management
Stakeholder
What do you need?
You need to
› Develop relationships and trust among stakeholders and
individuals that influence your products
› Manage rel...
Management
Stakeholder
What is
Stakeholder Management
› . . . is the process of interpreting and influencing
both the external and internal environments ...
• Product owner
• Scrum master
• Feature development teams
What we want!
Product owner
By definition, the primary goal of a product owner is to
represent the needs and desires of the stakeholder
...
Scrum master
› As a facilitator,
– to facilitate stakeholder management activities
– to help all roles and functions to co...
› As a shield,
– to educate others outside the feature about how organization is
working
– to manage stakeholder expectati...
Development team
› Know who feature stakeholders are
› Prioritize feature stakeholders right
› Keep stakeholders satisfied...
The challenge
The challenge
›Unidentified stakeholders
–those who were not identified early in the project
›Unreasonable stakeholders
–t...
› There’s misalignment
– Conflicting priorities
– Unshared vision
› There are politics
› You may be the messenger...
– At ...
The process
YOUR TURN NOW
Identify
your
stakeholders
Identify
Product stakeholders
› The challenge: Identify all your product
stakeholders and draw your network.
› Duration: 3...
Identify stakeholders Cheat sheet
Consider those who have . . .
The ability to impact your project
The ability to enhance ...
Analyze
your
stakeholders
1. Define the context, and purpose of every stakeholder
identified
2. How is the above achieved
3. Determine who needs to ...
Prioritize
your
stakeholders
The stakeholder map
Actively
Engage
Keep
Informed
Keep
Satisfied
Monitor
Low
High
High
Interest / Availability
Influence
W...
Actively
Engage
Keep
Informed
Keep
Satisfied
Monitor
Low
High
High
Interest / Availability
Influence
• Business owners and...
Actively
Engage
Keep
Informed
Keep
Satisfied
Monitor
Low
High
High
Interest / Availability
Influence
• Those with
signific...
Actively
Engage
Keep
Informed
Keep
Satisfied
Monitor
Low
High
High
Interest / Availability
Influence
• May be impacted by
...
Actively
Engage
Keep
Informed
Keep
Satisfied
Monitor
Low
High
High
Interest / Availability
Influence
• They aren’t (and do...
Map (exercise)
Monitor
Keep
Satisfied
Keep
InformedInterest / Availability
Influence
Actively
Engage
Business Owner
Major ...
Prioritize stakeholders Cheat sheet
Actively Engage
• Business owners and others with significant
decision-making authorit...
Engaging
your
stakeholders
Engaging Stakeholders
1. Following the analysis made before
– Determine your touch points
– Define the expected objectives...
Engaging stakeholders Cheat sheet
Think fist
• Do my stakeholders prefer formal or informal
communication?
• What is the r...
Stakeholder alignment Cheat sheet
Consider and Share
• Your product Vision, Goals and Time Plan
• Your development teams s...
Managing
Expectations
Managing expectations
What is needed
›Patience
›Setting the right expectation
–on scope
–and timing
›Prioritize right
›Allocate feature resource...
Be prepared for
›Questions from those not familiar with your
practices
–“What do you mean you can’t commit to what
I’m get...
Consider
• How
• When
• Objectives
• Resources
Communicate often
How?
› Audio/Visual
– Video conferencing
– Teleconferencing
› Face to Face
– Project meetings
– Workshops/Presentations
– ...
When?
›Proactive communication (preferably)
›Reactive communication
What objectives?
› Provide reporting material
› Review planning
› Review budget
› Information sharing
› Decision making
› ...
Which resources?
›Define spokes-people
–Good to speak with one voice
–Good to know the audience
Way forward
Proposals
› Gather all stakeholder intelligence in one place
› After product completion forward or present your
feedback a...
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Stakeholder management

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Sharing experiences for a successful agile project initiation from the trenches. You have the recipe, how about adding some salt & pepper in.

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Stakeholder management

  1. 1. DO - IT - YOURSELF Management Stakeholder
  2. 2. George Stamos Agile/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 george.m.stamos@gmail.com http://www.slideshare.net/GeorgeStamos
  3. 3. 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
  4. 4. About this material
  5. 5. 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
  6. 6. Management Stakeholder
  7. 7. What do you need?
  8. 8. 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
  9. 9. Management Stakeholder What is
  10. 10. 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.
  11. 11. • Product owner • Scrum master • Feature development teams What we want!
  12. 12. 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
  13. 13. 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
  14. 14. › 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
  15. 15. 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
  16. 16. The challenge
  17. 17. 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
  18. 18. › 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
  19. 19. The process
  20. 20. YOUR TURN NOW
  21. 21. Identify your stakeholders
  22. 22. Identify Product stakeholders › The challenge: Identify all your product stakeholders and draw your network. › Duration: 30 minutes
  23. 23. 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!
  24. 24. Analyze your stakeholders
  25. 25. 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 Analyze Product stakeholders
  26. 26. Prioritize your stakeholders
  27. 27. The stakeholder map Actively Engage Keep Informed Keep Satisfied Monitor Low High High Interest / Availability Influence 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”
  28. 28. Actively Engage Keep Informed Keep Satisfied Monitor Low High High Interest / Availability Influence • 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
  29. 29. Actively Engage Keep Informed Keep Satisfied Monitor Low High High Interest / Availability 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
  30. 30. Actively Engage Keep Informed Keep Satisfied Monitor Low High High Interest / Availability Influence • 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
  31. 31. Actively Engage Keep Informed Keep Satisfied Monitor Low High High Interest / Availability Influence • 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
  32. 32. Map (exercise) Monitor Keep Satisfied Keep InformedInterest / Availability Influence Actively Engage Business Owner Major stakeholder Minor stakeholder Subject Matter Expert
  33. 33. 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
  34. 34. Engaging your stakeholders
  35. 35. 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
  36. 36. 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?
  37. 37. 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?
  38. 38. Managing Expectations
  39. 39. Managing expectations
  40. 40. 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
  41. 41. 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?”
  42. 42. Consider • How • When • Objectives • Resources Communicate often
  43. 43. 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
  44. 44. When? ›Proactive communication (preferably) ›Reactive communication
  45. 45. 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
  46. 46. Which resources? ›Define spokes-people –Good to speak with one voice –Good to know the audience
  47. 47. Way forward
  48. 48. 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

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