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Management of stakeholders within Agile Projects
The document discusses stakeholder management in agile projects and employs the Cynefin framework to differentiate between ordered and complex systems, emphasizing the need for different strategies in each. It highlights the principles of the Agile Manifesto, which advocates for interaction, working software, customer collaboration, and adaptability over rigid processes. Additionally, the document outlines key roles in Scrum, such as the Product Owner and Scrum Master, and suggests using gaming strategies to engage stakeholders and prioritize features effectively.
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Management of stakeholders within Agile Projects
- 1. Management of Stakeholders withinthe Agile Projects
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- 6. CYNEFIN 6 OBVIOUS COMPLICATEDCOMPLEX CAHOS Sense – Categorize- Respond Sense – analyze - RespondProbe - Sense – Respond Act - Sense – Respond
- 7. ORDERED Vs COMPLEXSYSTEM ORDERED Stable Cause-effects relationships Under same conditions, things repeat the same way Many drivers affect the system without being affected by it Evidence can be traced back to one explanation Model and simulations can predict system Behavior COMPLEX Shifting dispositions and patterns messy coherence Nothing happens the same way twice except by accident Agent-system coevolution: Most thing that append in the system are heavily influenced by it Evidence supports contradiction No prediction is certain 7
- 8. THE CYNEFIN FRAMEWORK ALLOWS TOUNDERSTAND IN WHICH SYSTEM YOU ARE EVOLVING AND WHAT KIND OF DECISIONS TO TAKE 8
- 9. ORDERED Vs COMPLEXSYSTEM ORDERED Define the desired outcome Listen to expertise in order to find what’s true Plan from the end point backward Make happen what you know to be successful Understand the big picture and exhaustively manage everything COMPLEX Define the desired direction Listen to diversity in order to find what’s worth trying Respond to the present environment Let happen what you assume to be promising Have an idea of the big picture and selectively manage the next possible step 9
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- 13. Analysis / Requirements Design Implementation Testing/ Verification Rollout /Maintenance Development ONCE UPON A TIME IN THE 90’s
- 14. PROJECT STATUS 14 #1 X X X X # 2 X X
- 15. LIGHTWEIGHT METHODOLOGIES 15 XP DSDMCRYSTAL SCRUMASD Pragmatic Programming SCRUMFDD XP
- 16. 2001: AGILE MANISFESTO16 4 VALUES 12 PRINCIPLES
- 17. Focus on Values& Principles 17
- 18. Les individus etleurs interactions plus que les processus et les outils Des logiciels opérationnels plus qu’une documentation exhaustive La collaboration avec les clients plus que la négociation contractuelle L’adaptation au changement plus que le suivi d’un plan Nous reconnaissons la valeur des seconds éléments, mais privilégions les premiers. Manifesto for Agile Software Development Kent Beck ,Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas
- 19. Individuals and interactionsover processes and tools Working software over comprehensive documentation Customer collaboration over contract negotiation Responding to change over following a plan Manifesto for Agile Software Development Kent Beck ,Mike Beedle, Arie van Bennekum, Alistair Cockburn, Ward Cunningham, Martin Fowler, James Grenning, Jim Highsmith, Andrew Hunt, Ron Jeffries, Jon Kern, Brian Marick, Robert C. Martin, Steve Mellor, Ken Schwaber, Jeff Sutherland, Dave Thomas
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- 21. “Empiricism asserts thatknowledge comes from experience and making decisions based on what is known” FOUNDATION #1 : EMPIRICAL APPROACH
- 22. FOUNDATION #1 :EMPIRICAL APPROACH Plan DoCheck Act
- 23. FOUNDATION #1 :EMPIRICAL APPROACH Plan DoCheck Act Feed-Back LoopsTRANSPARENCY
- 24. “Holism considers thatthe behavior of a system cannot be fully determined by its component parts alone” FOUNDATION #2 : HOLISTIC APPROACH
- 25. ≠ FOUNDATION #2 :HOLISTIC APPROACH
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- 28. 2 Focus on businessvalue
- 29. Business Value 3 Communication &Collaboration
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- 34. INCREMENTAL AND ITERATIVE Analysis Requirements DesignDevelopment Test Deployment
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- 38. 3 roles 4 artifacts5 Activities SCRUM THE MOST POPULAR AGILE METHODOLOGY
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- 40. SCRUM STAKEHOLDERS PIGS =SCRUM TEAM The Product Owner The Scrum Master The development Team CHICKENS: STAKEHOLDERS The Managements The Customers The Users The Sponsors … COMITTED INVOLVED
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- 42. BUILD THE RIGHTTHING BUILD THE THING RIGHT BUILD IT FAST PRODUCT OWNER DEV TEAM SCRUM MASTER AGILE COACH THE SCRUM ROLES
- 43. PRODUCT OWNER KEY ROLEIN THE STAKEHOLDER ENGAGEMENT “The Product Owner is responsible for maximizing the value of the product and the work of the Development Team” • Clearly expressing Product Backlog items • Product Backlog is visible, transparent, and clear to all • Optimizing the value of the work the Development Team • Ensuring the Development Team understands items • Responsible for making the development status visible “For the PO to succeed, the entire organization must respect his or her decisions” “The PO is the voice of the customer, represents the internal stakeholders”
- 44. SCRUM MASTER MASTER OFSCRUM Team “The Scrum Master is responsible for ensuring Scrum is understood and enacted.” PO Organization / Stakeholders • Leading / Coaching – Scrum adoption • Planning Scrum Implementation • Helping to understand and enact Scrum • Being a change Agent • Collaborating with other SM It is not a managerial position! SERVES
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- 46. TIME MANAGEMENT INSCRUM SPRINT 4 6 SprintPlanning SprintRétrospective SprintReview DAILY SCRUM EVERY DAY Sprint GROOMING BV ESTIMATION THE SPRINT INCLUDES ALL THE SUFFICIENT AND NECESSARY MEETINGS ALL OTHER SCHEDULED MEETINGS ARE CONSIDERED AS IMPEDIMENTS
- 47. SCRUM MEETINGS 4 7 CLEAR GOAL RECURRINGTIME BOXED START ON TIME AND FINISH ON TIME MINUTES TAKEN/ FLEXIBLE FORMATS (PICTURES, WIKI)
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- 49. ARTIFACTS: TRANSPARENCY 49 Agile/ Scrum is based on Empiricism è The decision are based on what is known è Information fully transparent “It is the responsibility of all engaged parties to understand if the artifacts are completely transparent…”
- 50. INFORMATION RADIATOR 50 “Aninformation radiator display information in place passers can see it. With information radiators, the passers don’t need to ask any questions. The information hits them as they pass »
- 51. DEFINITION OF DONE “Scrumrelies on transparency” 51 • Everyone must understand what “Done” means • Not a standard definition for all Scrum teams • Progress to more stringent criteria for higher quality • Should be aligned with the increment
- 52. ARTIFACTS: PRODUCT BACKLOG Soleresponsibility of the Product Owner 52 Dynamic Never Complete RELEASE SPRINT FUTURE RELEASES HIGH PRIORITY LOWER PRIORITY The Product Backlog It lists all features, functions, requirements, enhancements, and fixes that constitute the changes to be made to the product in future releases. Product Backlog items • They are described, ordered, estimated and valued. • They are ready when can be included in the next sprint planning Ready for next sprint planning
- 53. PRACTICES: PRODUCT BACKLOGDEEP 53
- 54. PERSONA: STAKEHOLDER ALIGNEMENT SOURCE:ROMAN PICHLER
- 55. USER STORY: STAKEHOLDERALIGNEMENT 55 User stories are part of an agile approach that helps shift the focus from writing about requirements to talking about them. All agile user stories include a written sentence or two and, more importantly, a series of conversations about the desired functionality. As ………..I want to ………………… so that ………………… As a Nadim I want to book online my ticket for the conference so that I can join the event Acceptance Criteria CARD CONVERSATION CONFIRMATION 3C
- 56. STAKEHOLDER ENGAGEMENT: SCRUM PRODUCT OWNER SCRUMMASTER TIME MANAGEMENT TRANSPARENCY FEED BACK LOOPS DEFINITION OF DONE PERSONA USER STORIES …
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- 58. WHY GAMING? §Games allowto address complex challenge §Change the me perspective in we perspectives §Players are equal in the game §Games ensure diverse viewpoint §Games enable real-time perspectives §Games are deeply satisfying §Games engage people (customers, employees, citizens…Stakeholders) §Games overcome traditional silos §Games are fast and not expensive §Game engage not only the language but all the dimension of the brain (we play with artifacts)
- 59. WHEN GAMING? §Strategic planning(vision, alignment), §Change management & team building §Project management §Creation of product, for Game can be used, for team building
- 60. BUY THE FEATURES GOAL:PRIORITIZE THE FEATURES § Create a list of potential features each with a price § Calculate the total amount of all the features (For instance 1,000 000 USD) § Gather customers in groups (each group having between 5-9 participants) (For instance: 8) § Each Group will get an amount than presenting a part of the Budget between 50% - 70% (i.e. 60%) § Divide this amount between all the group members (In our case (1,000,000*0.6)/8=75,000) § Encourage your Customers to pool their money, they have to negociate § Rule: A feature is selected when the total amount is bought otherwise the money is lost §Create collectively under constraints a list of prioritized features
- 61. BUY THE FEATURES:CASE STUDY BUDGET OF SAN ANTONIO MUNICIPALITY
- 62. REMEMBER THE FUTURE Understandstakeholders definition of sucess §Process: Get all the stakeholders (sponsors, customers, team user,) We are now 6 month + 2 weeks Ask them to image what had happens backward during this 6 months §Results: understanding of §Understand the stakeholders’definition of success §See the conditions success §DetecT the protential risks and §Improve the aligement of the stakeholders
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