In this presentation, I will show you how to manage stakeholder engagement is the process of communicating and working with stakeholders to meet their needs/expectations, address issues as they occur, and foster appropriate stakeholder engagement in project activities throughout the project life cycle.
In this presentation, you can find
1. What do we mean by stakeholders?
2. Who are the stakeholders in any project?
3. Methods to identify the Stakeholder
4. Are the stakeholders equally important?
5. Why do you need to classify them?
6. The Salience Model
7. Power-Interest Matrix
8. Influence and Interest stakeholder matrix
9. Power-Interest-attitude Matrix
10. Stakeholder attitude and knowledge map
11. Stakeholder Power-Interest-attitude and knowledge
12. How to deal with different stakeholder
You will find also Bonus Slides about National Culture and management
Change Management Made Easier - Know Your Stakeholders: Create advocates within your organization by understanding the motivations of your internal customers.
I'd like to share with you my experiences in managing stakeholders, this is just one example of how to go about it..
My chosen step wise approach is a) define the problem, b) fully understand the situation and c) lead discussions to gain consensus on the way forward and with stakeholder buy-in. I consistently worked across many organisational levels and boundaries utilising a variety of communication and negotiation techniques e.g. presenting the problem definition in written form, setting up a dialogue (e.g. conference call/meeting) to openly discuss and iteratively documenting options/conclusions to take forward for stakeholder agreement.
As an overriding principle I strongly believe that acting towards others in a way that engenders trust is a sure fire way of achieving the best outcome for all.
NB for the purpose of anonymity the roles and issue details referenced are hypothetical.
Change Management Made Easier - Know Your Stakeholders: Create advocates within your organization by understanding the motivations of your internal customers.
I'd like to share with you my experiences in managing stakeholders, this is just one example of how to go about it..
My chosen step wise approach is a) define the problem, b) fully understand the situation and c) lead discussions to gain consensus on the way forward and with stakeholder buy-in. I consistently worked across many organisational levels and boundaries utilising a variety of communication and negotiation techniques e.g. presenting the problem definition in written form, setting up a dialogue (e.g. conference call/meeting) to openly discuss and iteratively documenting options/conclusions to take forward for stakeholder agreement.
As an overriding principle I strongly believe that acting towards others in a way that engenders trust is a sure fire way of achieving the best outcome for all.
NB for the purpose of anonymity the roles and issue details referenced are hypothetical.
Business Development Strategy For Any Organization PowerPoint Presentation Sl...SlideTeam
Business Development Strategy For Any Organization PowerPoint Presentation Slides is appropriate for entrepreneurs to showcase ways to expand business horizons. Our business strategy PPT theme helps you to outline marketing, customer, product, geographic, distribution, service, pricing, sales, and other strategies. Demonstrate the perfect growth strategy formula and its components by the means of this strategic business development plan PowerPoint template deck. Represent the product use cases, product dimensions that need improvement, and with the help of this business expansion PPT slideshow. The impactful data visualization tools of business growth plan PowerPoint theme help you to elucidate product, process, position, and paradigm innovation. The concise tabular format included in our corporate development plan PPT template assists you in analyzing your product against the competitors. Explain your target market and ways to strengthen the target market using the eye-catching graphical layouts of development planning PowerPoint presentation. So, download this company growth strategies PPT deck and create a captivating presentation within moments. https://bit.ly/37vZeVK
An Introduction to Scaled Agile Framework (SAFe)CA Technologies
To compete in today’s application economy, organizations have adopted agile execution techniques. But is that enough? Learn about SAFe and how to leverage this methodology to elevate your agile teams to deliver quality outcomes and align at the enterprise level.
For more information, please visit http://cainc.to/Nv2VOe
IPMA 2014 World Congress - Stakeholder Engagement between Traditional and Ag...Simone Onofri
If you are Agile or Traditional, or a mix of two, you cannot survive without (engaging) your stakeholder. After a “big picture view” on how stakeholders can be managed referring in Traditional Management and how this is vital in the Agile approach.
Optimise-GB provides you with a presentation on stakeholder engagement and management. Why is it that change initiatives, programmes and projects fail? Some might say that the project has been wrongly defined or executed poorly. There are other reasons why change initiatives fail: poor communication and a lack of engagement with stakeholders. This presentation provides some insights of how you can identify stakeholders, understand their issues and concerns, how to effectively communicate with people and how to resolve conflict to ensure buy in. There are a number of tools and techniques within this presentation. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
This is the graphics from my famous Agile in a Nutshell poster that has been downloaded over 18.000 times since October 2016. It covers both briefly the background to why we work Agile, some history and problems as well as values and principles. It also covers the difference between waterfall development and Agile in two aspects and the most common Agile practice, basic Scrum. Also I added some Lean practices to the mix to add a more advanced level to it.
On the Dandy People blog you can download the free poster in English, French, Spanish and Turkish, as well as this Power Point.
http://blog.dandypeople.com/free-kit-agile-in-a-nutshell-poster/
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Developing Project Management Leadership,
It just doesn't happen, it takes planning, it takes devotion and above all it takes people care.
See how to:
Define the core competencies of an effective Project Manger/Project Leader
Introduce ideas and techniques that will assist the Project Leader in enhancing the capabilities of the entire Project team
Provide a framework for developing a personal leadership development plan
Promote teamwork and collaborative leadership
This is a great toolbox of slides for putting together a strategic planning or business planning presentation - either in businesses or as a consultant. It took ages to collect this all and put in one place.
Creating strong & passionate agile communities of practiceAllison Pollard
Everyone hits a challenge at some point in adopting agile and belonging to a larger community can help you overcome those challenges. Whether you call it a tribe, a user group, or a community of practice, having a group of people to share ideas with and learn from is a valuable tool to further your personal development and maintain your sanity. Learn about what communities of practice are, how to start them, and why they’re an important part of growing agile.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.
Business Development Strategy For Any Organization PowerPoint Presentation Sl...SlideTeam
Business Development Strategy For Any Organization PowerPoint Presentation Slides is appropriate for entrepreneurs to showcase ways to expand business horizons. Our business strategy PPT theme helps you to outline marketing, customer, product, geographic, distribution, service, pricing, sales, and other strategies. Demonstrate the perfect growth strategy formula and its components by the means of this strategic business development plan PowerPoint template deck. Represent the product use cases, product dimensions that need improvement, and with the help of this business expansion PPT slideshow. The impactful data visualization tools of business growth plan PowerPoint theme help you to elucidate product, process, position, and paradigm innovation. The concise tabular format included in our corporate development plan PPT template assists you in analyzing your product against the competitors. Explain your target market and ways to strengthen the target market using the eye-catching graphical layouts of development planning PowerPoint presentation. So, download this company growth strategies PPT deck and create a captivating presentation within moments. https://bit.ly/37vZeVK
An Introduction to Scaled Agile Framework (SAFe)CA Technologies
To compete in today’s application economy, organizations have adopted agile execution techniques. But is that enough? Learn about SAFe and how to leverage this methodology to elevate your agile teams to deliver quality outcomes and align at the enterprise level.
For more information, please visit http://cainc.to/Nv2VOe
IPMA 2014 World Congress - Stakeholder Engagement between Traditional and Ag...Simone Onofri
If you are Agile or Traditional, or a mix of two, you cannot survive without (engaging) your stakeholder. After a “big picture view” on how stakeholders can be managed referring in Traditional Management and how this is vital in the Agile approach.
Optimise-GB provides you with a presentation on stakeholder engagement and management. Why is it that change initiatives, programmes and projects fail? Some might say that the project has been wrongly defined or executed poorly. There are other reasons why change initiatives fail: poor communication and a lack of engagement with stakeholders. This presentation provides some insights of how you can identify stakeholders, understand their issues and concerns, how to effectively communicate with people and how to resolve conflict to ensure buy in. There are a number of tools and techniques within this presentation. If you have any questions on simon@optimise-gb.com and visit www.optimise-gb.com for more details. Many thanks Simon Misiewicz
This is the graphics from my famous Agile in a Nutshell poster that has been downloaded over 18.000 times since October 2016. It covers both briefly the background to why we work Agile, some history and problems as well as values and principles. It also covers the difference between waterfall development and Agile in two aspects and the most common Agile practice, basic Scrum. Also I added some Lean practices to the mix to add a more advanced level to it.
On the Dandy People blog you can download the free poster in English, French, Spanish and Turkish, as well as this Power Point.
http://blog.dandypeople.com/free-kit-agile-in-a-nutshell-poster/
10 steps to a successsful enterprise agile transformation global scrum 2018Agile Velocity
Presented at Scrum Gathering Minneapolis, Senior Agile Coach and Trainer Mike Hall provides leaders and managers 10 steps to a successful enterprise Agile transformation.
Developing Project Management Leadership,
It just doesn't happen, it takes planning, it takes devotion and above all it takes people care.
See how to:
Define the core competencies of an effective Project Manger/Project Leader
Introduce ideas and techniques that will assist the Project Leader in enhancing the capabilities of the entire Project team
Provide a framework for developing a personal leadership development plan
Promote teamwork and collaborative leadership
This is a great toolbox of slides for putting together a strategic planning or business planning presentation - either in businesses or as a consultant. It took ages to collect this all and put in one place.
Creating strong & passionate agile communities of practiceAllison Pollard
Everyone hits a challenge at some point in adopting agile and belonging to a larger community can help you overcome those challenges. Whether you call it a tribe, a user group, or a community of practice, having a group of people to share ideas with and learn from is a valuable tool to further your personal development and maintain your sanity. Learn about what communities of practice are, how to start them, and why they’re an important part of growing agile.
Presenter:
Dr. Gail Ferreira, Agile Practice Leader, MATRIX Resources, San Francisco Center of Excellence
Rapid scale directly impacts all levels of decision-making, planning, execution, culture, and communications for executives in hypergrowth companies. In this session, we will discuss how to organize, support, and tailor agile practices for teams and sub-teams in companies with a rapid growth cycle. We will share contemporary case studies of hypergrowth companies who have delivered agile at scale.
Topics will include:
• Basic agile and lean methods
• Scrum of Scrums
• SAFe
• Disciplined Agile Delivery (DAD)
• Agility at Scale (Ambler/Lines)
• Spotify model (Tribes, Squads, Chapters & Guilds, DSDM).
Building upon well established Scrum, XP, and lean software development methods, agile scaling frameworks such as Dean Leffingwell's Scaled Agile Framework (SAFe) and Scott Ambler's Disciplined Agile Delivery (DAD) address large, complex software delivery initiatives through their full delivery lifecycle from project initiation to production. These frameworks have received significant interest in both federal government and private industries, recognizing the need for continued team-based iterative and incremental adaptive approaches to software development, balanced with scaling processes and factors at the Program and Portfolio levels and organizational governance models and guidance for large enterprise engagements. This session will provide a brief overview of these two agile scaling models, address the benefits of what both are trying to accomplish, and compare and contrast specific similarities and differences.
Politics and Coaching - David ClutterbuckCoacharya
David Clutterbuck, co-founder and lifetime ambassador of the European Mentoring and Coaching Council, has authored over 70 books and is visiting professor at 4 universities.
Getting down and dirty: Coaches ignore politics at their peril
Politics plays a major role in every part of our lives. Although as coaches we like to see ourselves as above the murk of political intrigue, the reality is that we cannot avoid politics (with a small “p”), whether it is in helping our clients navigate through the complexities of organizational loyalties, the rivalries between professional bodies, or how we position our own coaching practice versus those of competitors. If we want to be authentic, we can’t be political. Yet we can’t survive without being politically aware and politically astute.
So, what does this mean for us in how we manage ourselves and our client relationships? And in how we help clients remain authentic in sometimes toxic organizational environments? What political dilemmas do coaches commonly encounter and what challenges do these provide for us? In this pre-summit webinar, we shall explore all these questions and more.
FROM THIS WEBINAR YOU WILL GAIN:
Some practical ways of framing politics for yourself and your clients
Insights into client motivations and ability to be self-honest
An opportunity to reflect on your own approach and practice
IN THIS WEBINAR WE WILL EXPLORE:
What is a political dilemma?
How do the mental models of politicians differ from others’?
Is politics (small p) in the top teams of corporations really that different from Politics (big P) in government and opposition?
How do you recognize politics at play?
The coach as the power behind the throne — if all power corrupts, do coaches become corrupted by association?
The critical difference between being political and being politically aware
What role can coaches play in helping politicians and leaders in politicized environments be self-honest and make ethical decisions?
Can politicians coach and mentor each other?
What lessons and pitfalls are there for coaches in the concept of expediency?
The ameliorating effective of a bloody-minded executive (Long live Sir Humphrey!)
What are the challenges for supervisors, working with coaches whose clients work in a political environment?
This will not be a presentation of research, nor an overview of good practice. Rather, I seek to develop with participants an agenda for exploring this fascinating topic, so that coaches can make a deeper impact on politics, both within client organizations and more widely.
Link to video: https://youtu.be/ro_OV8M1lgo
Handouts from the Volunteerism Conference 2012, covering topics such as
- Corporate Volunteerism
- Volunteer Management & Engagement
- Individual Volunteerism
- School and Student Volunteerism
The first stage of this is brainstorm who your stakeholders are. The next step is to prioritise them by power and interest, and to plot this on a Power/Interest grid. The final stage is to get an understanding of what motivates your stakeholders and how you need to win them around.
Measuring empowerment of women and girls – Some thoughts on the 'what' and th...CGIAR
This presentation was given by Anouka van Eerdewijk and Julie Newton (KIT) on 31 January 2018, as part of the webinar 'Measuring empowerment of women and girls – the what and the how'. The webinar was co-organized by the CGIAR Collaborative Platform for Gender Research and KIT Royal Tropical Institute.
Read more about this webinar at: http://gender.cgiar.org/webinar-measuring-empowerment-women-girls/
Find out about other webinars hosted by the CGIAR Collaborative Platform for Gender Research: http://gender.cgiar.org/gender_events/webinars/
Stakeholder analyses describe a process where all the individuals or groups that are likely to be affected by a proposed action are identified and then sorted according to how much they can affect the action and how much the action can affect them. This information is used to assess how the interests of those stakeholders should be addressed in a project plan, policy, program, or other action.
CCSN welcomed back Ryan Clarke of Advocacy Solutions for an in-depth webinar on best advocacy practices.
Topics covered include types of advocacy, the essence and cornerstones of effectiveness and how to develop an impactful plan to get your message across.
The webinar was followed by a brief question and answer session.
Lest you forget! Maintaining stakeholder relationships in difficult times webinar
Friday 22 May 2020
presented by
Louise Worsley
The link to the write up page and resources of this webinar:
https://www.apm.org.uk/news/lest-you-forget-maintaining-stakeholder-relationships-in-difficult-times-webinar/
What is agile coaching? What is expected from you as an agile coach? What you should provide your team? What are the different stances you should master? How to enhance your skills as a coach, mentor, and teacher.
If you are new to Kanban then this presentation is for you. I am talking briefly about lean principles and Elements of the Kanban Method. The difference between Kanban with capital K and kanban with small k.
Agenda
Kanban Self Assessment
Lean Principles
What is Kanban?
Motivation to use Kanban
Elements of the Kanban Method
Kanban Practices
Kanban and Scrum
What are the characteristics of a good Scrum Team? Are you willing to be a Product Owner or Scrum Master? Are you wondering about the maturity of your development team? This presentation will give you insights about how the evolution of the development team, scrum master, and the product owner.
Doing the right software vs doing software rightMahmoud Ghoz
As a part of the OMAC COVID-19 Hackathon, I have prepared to talk about the difference between Doing the right software and doing software right showing some of the tools in order to acheive that.
It was repeatedly observed that as the number of Scrum teams within an organization grew, two major issues emerged:
* The volume, speed, and quality of their output (working product) per team began to fall, due to issues such as cross-team dependencies, duplication of work, and communication overhead.
* The original management structure was ineffective for achieving business agility. Issues arose like competing priorities and the inability to quickly shift teams around to respond to dynamic market conditions.
In this presentation I will show you how to counteract these issues, using Scrum@Sclae framework for effectively coordinating multiple Scrum teams was clearly needed which would aim for the following:
* Linear scalability: A corresponding percentage increase in delivery of working product with an increase in the number of teams.
* Business agility: The ability to rapidly respond to change by adapting its initial stable configuration.
This survey is based on personal experience not on technical analysis. This survey mainly targets the Egyptian and their perspective to the online advertisement.
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
8. Methods to identify the Stakeholder
• Project/Product Charter
• Contract Documents if any
• Brainstorming Sessions
• Focus Groups
• Individual interviews
• Direct Observation
16. What is Salience model?
Salience model classify stakeholder into three category:
• Power: The authority and influence on the outcomes.
17. What is Salience model?
Salience model classify stakeholder into three category:
• Legitimacy: Their involvement is appropriate (morally, legally etc.).
18. What is Salience model?
Salience model classify stakeholder into three category:
• Urgency: Calls for immediate attention or pressing need.
19. Latent Stakeholders
• Those who possess only one of the 3 attributes - Power, Legitimacy, and
Urgency.
• Latent stakeholders are Dormant, Discretionary, Demanding.
20. Dormant Stakeholders
• Are the stakeholders who only possess power but have no legitimacy or
urgency.
• They do not require active engagement but need to be considered.
21. Discretionary Stakeholders
• Are the stakeholders who legitimate but have no power and their interests are
not urgent.
• They do not require much attention.
22. Demanding Stakeholders
• Are the stakeholders who have urgent demands, but no power or legitimacy.
• They create “noise” and can be irritants, but are not dangerous
23. Expectant Stakeholders
• Those who possess any 2 of the 3 attributes - Power, Legitimacy, and Urgency.
• They require active stakeholder engagement.
• Expectant stakeholders can also be of 3 types - Dominant, Dependent,
Dangerous
24. Dominant Stakeholders
• Are the stakeholders who possess both power and legitimacy, but not urgency.
• They have legitimate stakes and the power to act on those stakes.
25. Dependent Stakeholders
• Are the stakeholders who lack power but have urgent and legitimate.
• They can form an allay with other groups of stakeholders and achieve power.
26. Dangerous Stakeholders
• Are the stakeholders who possess power and urgency but do not possess the
legitimacy to their claims.
• They form a threat
27. Definitive Stakeholders
• Are the stakeholders who possess power and legitimacy and have an urgent need.
• They demand the utmost attention and need to be attended to in a timely
manner.
30. High power, high interest
• We called them Players
• These are your most important stakeholders
• You should keep them happy with your progress.
• You must collaborate and keep them fully engaged.
31. High power, low interest
• They are influencer
• They can offer great insights and ideas for the project
• You should work to keep these people satisfied.
• You could turn them off if you over-communicate with them.
32. Low power, high interest
• They are Context-setters
• They are heads of departments, for example
• They can have a lot of influence over the project
• You want to keep them regularly informed without involving
them into the details
33. Low power, low interest
• They are the crowd
• They require some ongoing communication but don’t overdo it.
39. Stakeholder Analysis – An Added Dimension
• Irritant: Insignificant Active Blocker, Low Power, High Interest, Negative Attitude
• Friend: Insignificant Active Backer, Low Power, High Interest, Positive Attitude
40. Stakeholder Analysis – An Added Dimension
• Time Bomb: Influential Passive Blocker, High Power, Low Interest, Negative Attitude
• Sleeping Giant: Influential Passive Backer, High Power, Low Interest, Positive Attitude
41. Stakeholder Analysis – An Added Dimension
• Saboteur/Terrorist: Influential Active Blocker, High Power, High Interest, Negative Attitude
• Savior: Influential Active Backer, High Power, High Interest, Positive Attitude
42. Stakeholder Analysis – An Added Dimension
• How to deal with a saboteur, timebomb and Irritants
• Focus on purpose: Vision, strategy and the stakeholder's goals
• Focus on process: Tactics and tools
• Focus on people: Create relationships and earn their trust
44. Stakeholder attitude and knowledge map
• Quadrant 1: Stakeholders who are
aware of your project and support
it.
• These are your “champion”
stakeholders.
• They generally don’t require much
attention but should not be taken
for granted.
45. Stakeholder attitude and knowledge map
• Quadrant 2: Stakeholders who are
aware of the project but are
opposed to it.
• These stakeholders may never be
supportive.
• Contingency measures may be
needed to manage the risks these
negative stakeholders may pose.
46. Stakeholder attitude and knowledge map
• Quadrant 3: Stakeholders who
oppose your project even though
they are largely ignorant of what it
entails.
• These stakeholders should be a key
focus because their attitude can
often be changed with the relevant
information.
47. Stakeholder attitude and knowledge map
• Quadrant 4: Stakeholders who
support your project but are largely
ignorant of what it entails.
• These stakeholders need to be
nurtured so they are not lost.
48. Stakeholder attitude and knowledge map
Stakeholders generally fall under 5 levels of support:
• Unaware: They are unaware of the project and its potential
impacts on them.
• Resistant: They are aware of the project but are opposed to it.
• Neutral: They are neither for nor against the project.
• Supportive: They are in favor of the project and want it to
succeed.
• Leading: They are actively engaged in ensuring the project’s
success.
58. Change Your Way of being
Once you treat them as human
• You can listen to them
• You can determine their motivation
• You will not take it personally
• You will keep it cool and be nice
• You can easily be on their side
• You can reach the root cause of the problem and solve it.
60. Dimensions of national culture
• Developed by Dutch social psychologist Geert Hofstede
• It describes the effects of a society's culture on the values of its members, and how
these values relate to behavior.
• It ultimately provides evidence of the extent to which regular citizens, or those
working under another, will follow the whims of an authoritative figure.
61. Six different dimensions to every culture
• Power distance
• Individualism vs. Collectivism
• Masculinity vs. femininity
• Uncertainty avoidance
• Short term vs. long term
• Self-restraint vs indulgence
62. Power distance
• This dimension deals with the fact that all individuals in societies are not equal
• It expresses the attitude of the culture towards these inequalities amongst us.
• Power Distance is defined as the extent to which the less powerful members of
institutions and organizations within a country expect and accept that power is
distributed unequally.
64. Individualism vs. Collectivism
• The fundamental issue addressed by this dimension is the degree of
interdependence a society maintains among its members.
• It has to do with whether people's self-image is defined in terms of “I” or “We”.
• In Individualist societies people are supposed to look after themselves and their
direct family only.
• In Collectivist societies people belong to ‘in groups’ that take care of them in
exchange for loyalty.
66. Masculinity vs. femininity
• A high score (Masculine) on this dimension indicates that the society will be driven
by competition, achievement and success
• With the success being defined by the winner / best in field – a value system that
starts in school and continues throughout organizational life.
• A low score (Feminine) on the dimension means that the dominant values in society
are caring for others and quality of life.
• A Feminine society is one where quality of life is the sign of success and standing out
from the crowd is not admirable.
• The fundamental issue here is what motivates people, wanting to be the best
(Masculine) or liking what you do (Feminine).
67. Uncertainty avoidance
• This has to do with the way that a society deals with the fact that the future can
never be known.
• Should we try to control the future or just let it happen?
• This ambiguity brings with its anxiety and different cultures have learnt to deal with
this anxiety in different ways.
• The extent to which the members of a culture feel threatened by ambiguous or
unknown situations and have created beliefs and institutions that try to avoid these
is reflected in the score on Uncertainty Avoidance.
68. Short term vs. long term
• This dimension describes how every society must maintain some links with its own
past while dealing with the challenges of the present and future
• Societies prioritize these two existential goals differently.
• Normative societies, which score low on this dimension, for example, prefer to
maintain time-honored traditions and norms while viewing societal change with
suspicion.
• Those with a culture which scores high take a more pragmatic approach: they
encourage thrift and efforts in modern education to prepare for the future.
70. Self-restraint vs indulgence
• One challenge that confronts humanity, now and in the past, is the degree to which
small children are socialized.
• Without socialization we do not become “human”.
• This dimension is defined as the extent to which people try to control their desires
and impulses, based on the way they were raised.
• Relatively weak control is called “Indulgence” and relatively strong control is called
“Restraint”.
A stakeholder is either an individual, group or organization who is impacted by the outcome of a project or product.Stakeholders can affect or be affected by the organization's actions, objectives and policies.
To balance their needs
To gain early alignment among all stakeholders on goals and plans
To help address conflicts or issues early on
Classify means to sort into groups by how they are alike and different (Characteristics)
Power-Interest Matrix
Salience
Urgency is based on 2 attributes
Time-sensitivity: When stakeholder’s need is time-sensitive in nature.
Criticality: When the need is important or critical to the stakeholder.
Ex: Employees who were laid off from the job could be a dormant stakeholders. They may file a lawsuit against the company.
When you claim a prize from the shopping mall. You have no power or urgency for the mall to redeem your claims.
An employee asking for frequent raises outside of organization’s established policies is an example of a demanding stakeholder.
Power + Legitimacy = Authority
For example, in case of our large manufacturing plant setup, the local government is a dominant stakeholder in the project. They have the power and legitimacy, but no urgency as such.
For example, if the manufacturing plant is causing displacement of the local farmers in the area, then those farmers are “dependent” stakeholders.
They rely on other “powerful” stakeholders which is the authority to uphold their interests.
Black hat hackers
The investors in a funding round
Remember anyone can move from one category to another over time.
Trip Wire: Supporting function that refuses the company transformation
Acquaintance: Supporting function that endorses the company transformation
Irritant: The development team who refused to be Agile transformed
Friend: The development team who want to be Agile transformed
Time bomb: One of the executive that don’t like the transformation
Sleeping Giant: The Executives that endorse the transformation
Saboteur: The department head who rejects the agile transformation
Savior: The department head who endorses the executive decision in the transformation
Public and Visible – preferably written in a large font and posted in a prominent spaceCollaborative – created by all, not imposed from above, use decider protocolShorter – fewer agreements that are lived up to trump a long list that gets forgottenUpdated Frequently – Taiichi Ohno once said: "If things do not change for one month you are salary thieves."Confront broken agreement – when the agreements are violated, team members call out the violation
Public and Visible – preferably written in a large font and posted in a prominent spaceCollaborative – created by all, not imposed from aboveShorter – fewer agreements that are lived up to trump a long list that gets forgottenUpdated Frequently – Taiichi Ohno once said: "If the Kanban do not change for one month you are salary thieves."Confront broken agreement – when the agreements are violated, team members call out the violation
Once you treat them as human
You can listen to them
You can determine their motivation
You will not take it personally
You will keep it cool and be nice
You can easily be on their side
You can reach the root cause of the problem and solve it.