Agile, Scrum, PMI - ACP, Stakeholder Engagement in Agile

1. 8/18/21
1
DOMAIN 3
Stakeholder Engagement
(version 2.2)
MSc. PMP. Nguyen Thanh Phuoc
phuocnt@gmail.com
Key Topics
• Agile chartering
• Agile modeling
• Assessing and incorporating
community and stakeholder values
• Brainstorming, Active Listening
• Collaboration game
• Communication management
– Face to face (F2F)
– Social media
– Two-way (trustworthy, conversion-
driven
• Conflict resolution (Levels of conflict)
• Definition of DONE
• Workshops
2
• Emotional Intelligence
• Facilitation
• Information radiators
• Knowledge sharing/written
communication
• Negotiation
• Participatory decision model
– Decision Spectrum
– First of five voting
– Simple voting
– Thumbs up/down/sideways
• Personas, Wireframes

2. 8/18/21
2
Tasks TO DO
1. Engage empowered business stakeholders
2. Share information frequency with all stakeholders
3. Form working agreements for participation
4. Assess organizational changes to maintain stakeholder
management
5. Use collaborative decision making and conflict
resolution
6. Establish a shared vision to align stakeholders
7. Maintain a shared understanding of success
8. Provide transparency for better decisions
9. Balance certainty and adaptability for better planning
3
4
4
[K&S] Taking Care of Stakeholders
The project team is considered
stakeholders in traditional project
management (according to PMBOK
Guide) but NOT IN AGILE PROJECT

3. 8/18/21
3
Stakeholder Management in Non Agile
5
1. Identify all the stakeholders periodically (in particular the key
stakeholders who will have a big impact on project success)
2. Communicate with selected stakeholders for requirements and
needs gathering
3. Enhance stakeholder involvement by active communication and
information sharing
4. As project evolves, the interests of key stakeholders must be
managed actively
5. Discuss updated estimates and projections timely and openly
(even in case of bad news) so as to facilitate future planning
6. Keep a good relationship with all stakeholders by disseminating
necessary information and collecting feedback from them
7
7
StakeholdersClassification in Non Agile

4. 8/18/21
4
[K&S] Taking Care of Stakeholders
• Stakeholder Stewardship versus Stakeholder Management in Non
Agile
– Stakeholder stewardship means looking after everyone with a
mindset of serving the team rather than trying to tell people how
to do their jobs
– Educating Stakeholders about Agile (…)
– Keep Stakeholders Engaged (…)
7
[K&S] Taking Care of Stakeholders (cont.)
• Educating Stakeholders about Agile
– Need some basic education about how agile projects operate
to help them understand the agile approach
– Address any myths about agile and guide their expectations.
– This education should include
• the goals,
• values,
• practices,
• and benefits of the agile approach
Help them understand why the project
will be executed in this manner.
9

5. 8/18/21
5
[K&S] Taking Care of Stakeholders (cont.)
• Keep Stakeholders Engaged
– Short iterations prevent stakeholders from losing interest.
– Engaging stakeholders in project events is that not all
stakeholders can be handled in the same way
– Stakeholder stewardship is establishing a process for
escalating issues that need a high level of authority to
resolve
10
[K&S] Incorporating Stakeholder’s Values
• Focus on bringing project priorities into alignment with
stakeholder priorities
• Engage the product owner in the prioritization of the backlog
• Invite stakeholders to planning meetings and sprint review
• Help to hear about change requests as soon as possible.
• Help to identify potential risks, defects, and issues
• Big Focus on Stakeholders
– User story workshops
– Participatory decision making
– Collaboration games
– Frequent discussions of the “definition of done”
11

6. 8/18/21
6
Principles of Stakeholder Engagement
1. Get the right stakeholder
2. Cement (Hold) stakeholder involvement
Ex: We could also report on the benefits or issues resulting from
the stakeholders’ involvement
3. Actively manage stakeholder interest
4. Frequency discuss what “done” looks like (acceptance criteria
for each user story)
5. Show progress and capabilities
6. Candidly (thẳng thắn) discuss estimates and projections
12
How to establish
a shared vision

7. 8/18/21
7
How to establish a shared vision
• Some key tools that agile teams
use to establish a shared vision
among all the stakeholders
– Agile Charter
– Definition of done (DOD)
– Workshops
– Agile Modeling
– Wireframes
– Personas
(…)
15
Establishing a Shared Vision
• [T&T, K&S] Agile Chartering
– Project charter is one of the first documents produced for a
project
• It describes the project’s goal, purpose, composition, and
approach, and it provides authorization from the sponsor
for the project to proceed
• Agile charters can range from very lightweight worksheets
and barely expanded vision statements to fairly detailed
documents
– Agile versus Non-Agile Charters
• The goal of an agile charter is to describe the project at a
high level
• They typically have less detail than non-agile charters, and
focus more on how the project will be run than on exactly
what will be built
16

8. 8/18/21
8
Establishing a Shared Vision
• [T&T, K&S] Agile Chartering
– Elevator statement
17
[T&T] Agile Modeling
• Use Case Diagrams
• Data Model
19

9. 8/18/21
9
[T&T] Agile Modeling
• Screen Designs
20
[T&T] Wireframes
• Quick mock-up of a product
• Low fidelity prototyping
• Quick and cheap way
21

10. 8/18/21
10
[T&T] Personas
• Provide an archetypal description of users
• Be grounded in reality
• Be goal-oriented, specific and relevant, generate focus
• Not REQUIREMENT but ARGUMENT
22
[K&S] Communicating
with Stakeholders

11. 8/18/21
11
[K&S] Communicating with Stakeholders
• Face to Face Communication
– face-to-face communication at a whiteboard has the
highest efficiency
24
[T&T] Two-Way Communication
25
the “dispatching” model
traditionally used in a
command and control
approach
In the collaborative,
two-way communication
style used on agile
projects

12. 8/18/21
12
[T&T] Knowledge Sharing
26
• Knowledge sharing by using low-tech, high-touch tools like cards
on a wall to plan and schedule the project
• Generate lists of work done, work planned, and issues that have
arisen
• Speed the sharing of information that occurs in face- to-face
environments through osmotic communication and tacit
(unwritten) knowledge
• Knowledge sharing
– From Customer to Team
– From Team to Customer
[T&T] Knowledge Sharing in XP
27

13. 8/18/21
13
[T&T] Information Radiators
28
[T&T] Information Radiators (cont.)
29
Some of the information radiators that are used in Agile
projects are:
1. Burnup charts
2. Burndown charts
3. Kanban or Task Boards
4. Impediment Logs

14. 8/18/21
14
[T&T] Information Radiators (cont.)
30
Some of the information radiators that are used in Agile
projects are:
1. Burnup charts
2. Burndown charts
3. Kanban or Task Boards
4. Impediment Logs
[T&T] Information Radiators (cont.)
31
Some of the information radiators that are used in Agile
projects are:
1. Burnup charts
2. Burndown charts
3. Kanban or Task Boards
4. Impediment Logs

15. 8/18/21
15
[T&T] Social Media
32
Social media are a great way to collect ideas,
requirements and feedback from the community
[T&T] Workshop
• How to conduct workshops more effective:
– Diverse groups reflect a wider range of viewpoints than just a
few experts
– To prevent dominant individuals è the facilitator can use
techniques such as going round-robin style around the group
or generating ideas on sticky notes.
• User story workshop (story writing workshop)
• Reason for conducting user story workshops is to
– Engage the key stakeholders in the design process (ex: UI)
– Can discuss the trade-offs and priorities of the work
– The team will get a better understanding of the stakeholders’
needs, without jumping directly to possible solutions
– the business will get a better sense of the costs and options
36

16. 8/18/21
16
[T&T] Brainstorming
• A group tries to rapidly generate a lot of ideas about a
problem or issue
• Agile teams can use this approach to help identify
options, solve issues, and find ways to improve
processes
• For example, the team might brainstorm
– Product roles to feature in personas
– Features to include in the minimal viable product for a
release
– Potential risks that could impact the project
– Solutions to a problem raised in a retrospective
37
[T&T] Collaboration Games
Collaboration games (innovation games) are facilitated workshop
techniques that agile stakeholders can use to get a better
understanding of complex or ambiguous issues and reach
consensus on options and solutions.
Some examples of the collaborative games
1. Remember the Future
– This is a vision-setting and requirements-elicitation exercise
2. Prune the Product Tree
– This exercise helps stakeholders gather and shape requirements
3. Speedboat (aka Sailboat)
– The goal of this exercise is to identify threats and opportunities(risks) for
the project
4. Buy a Feature
39

17. 8/18/21
17
USING CRITICAL
INTER-PERSONAL SKILLS
Using Critical Interpersonal Skills
• [T&T] Emotional Intelligence
• [T&T] Active Listening
• [K&S] Facilitation
• Negotiation
• Conflict resolution
• Participatory decision making
• More Inter-Personal Skills…
44

18. 8/18/21
18
Using Critical Interpersonal Skills (cont.)
• [T&T] Emotional Intelligence (Trí tuệ cảm xúc)
46
NĂNG LỰC
CÁ NHÂN
(Personal Competence)
NHẬN BIẾT
BẢN THÂN
(Self-
awareness)
QUẢN LÝ
BẢN THÂN
(Self-
management)
NĂNG LỰC
XÃ HỘI
(Social Competence)
HIỂU
NGƯỜI KHÁC
(Social
awareness)
QUẢN LÝ CÁC
MỐI QUAN HỆ
(Relationship
Management)
Using Critical Interpersonal Skills (cont.)
• [T&T] Active Listening
50

19. 8/18/21
19
Using Critical Interpersonal Skills (cont.)
• [K&S] Facilitation (MC, Điều phối viên)
– Goals
• A clear goal for each meeting or workshop
session
• Get engaged in the discussion from the start
• can shorten the session time, making the
discussion feel more valuable to all involved
– Rules
• Basic ground rules
• The rules must also been force during each
session
– Timing (kiểm soát thời gian)
• Breaks will take place
– Assisting (hỗ trợ thêm…)
51
Using Critical Interpersonal Skills (cont.)
• [T&T] Conflict Resolution
54

20. 8/18/21
20
• [T&T] Conflict Resolution
Negotiation to resolve conflict in AGILE
• Kenneth Thomas and Ralph Kilmann identified five conflict
modes:
– Competing - High assertiveness and low cooperativeness è The goal is to
“win.”
– Avoiding - Low assertiveness and low cooperativeness è The goal is to
“delay.”
– Compromising - Moderate assertiveness and cooperativeness è The goal is
to “find a middle ground.”
– Collaborating - High assertiveness and high cooperativeness è The goal is to
“find a win-win solution.”
– Accommodating - Low assertiveness and high cooperativeness è The goal is
to “yield.”
• Agile always focuses on Collaborating Mode of conflict resolution è
This results in a positive mindset among the team.
• The agile leader plays a significant role in ensuring the collaborative
style of conflict resolution, where the outcome always results in a
Win-Win scenario.
56

21. 8/18/21
21
[K&S] Participatory Decision Making
• Engaging the project stakeholders in the decision-making process
• Communication and decision-making processes are more critical
for keeping everyone informed and engaged
• Teams need to be enabled and encouraged to make these
decisions quickly because in the short timeboxes in which Agile
works, any delay in decision making can have a greater impact on
the project timeline.
• With participatory decision models, a key point to remember is,
“not involved means not committed.”
57
[K&S] Participatory Decision Making (cont.)
• Agile methods favor more team empowerment and less
command-and-control direction on projects.
• Convergent, Shared Collaboration
– Convergence: aim for convergence, or collective agreement on the
best answer
– Shared Collaboration: looking for group consensus than individual
• Participatory Decision Models
– Simple Voting
– Thumbs Up/Down/Sideways
– Fist-of-Five Voting
58

22. 8/18/21
22
Chapter Review by Quizziz CODE
• Active listening
• Agile chartering
• Agile modeling
• Assessing and incorporating
community and stakeholder values
• Brainstorming
• Collaboration game
• Communication management
– Face to face (F2F)
– Social media
– Two-way (trustworthy, conversion-
driven
• Conflict resolution (Levels of conflict)
• Definition of DONE
• Workshops
59
• Emotional Intelligence
• Facilitation
• Information radiators
• Knowledge sharing/written
communication
• Negotiation
• Participatory decision model
– Decision Spectrum
– First of five voting
– Simple voting
– Thumbs up/down/sideways
• Personas
• Stakeholder management
• Wireframes
References
• PMI-ACP Exam Prep 2015 By Mike Griffiths, PMI-ACP, PMP
• Many other resources from Internet
60

23. 8/18/21
23
Thank you for your attention!
61