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Mission Possible: Stakeholder Alignment
The document discusses the importance of stakeholder alignment in projects, focusing on agreement and cooperation among team members to avoid conflicts. It outlines methods for preparing for projects, including setting clear values, goals, and decision-making processes, as well as strategies for assessment, analysis, design, and launching. Kristina Halvorson emphasizes the need for continuous alignment throughout project phases to ensure successful outcomes.
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Mission Possible: Stakeholder Alignment
- 1. STAKEHOLDER ALIGNMENT MISSION POSSIBLE: KRISTINAHALVORSON, CEO BRAIN TRAFFIC AUTHOR, _CONTENT STRATEGY FOR THE WEB_ @HALVORSON
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- 3. AGREEMENT OR COOPERATION AMONGA GROUP WITH A COMMON CAUSE. Dictionary.com WHAT IS ALIGNMENT?
- 4. A POSITION OFAGREEMENT OR ALLIANCE. Oxford English Dictionary WHAT IS ALIGNMENT?
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- 10. “MANAGEMENT OF DIFFERENCES”BY SCHMIDT AND TANNENBAUM ▸ Values ▸ Goals ▸ Methods ▸ Facts ALIGN ON…4 PRIMARY REASONS FOR CONFLICT ▸ Values ▸ Goals ▸ Methods ▸ Facts
- 11. 1. Deliver WOWthrough service 2. Embrace and drive change 3. Create fun and a little weirdness 4. Be adventurous, creative, and open-minded 5. Pursue growth and learning
- 12. 1. Deliver WOWwith user- centered design 2. Embrace feedback and drive change 3. Create fun and a little weirdness 4. More builds, less angst
- 13. ALIGN ON… AS YOUPREPARE YOUR PROJECT: GOALS ▸ Values ▸ Goals ▸ Methods ▸ Facts ▸ Values ▸ Goals ▸ Methods ▸ Facts
- 14. We will launcha fully responsive website that engages our target audiences and provides the foundation for rapid cross-platform innovation. AS YOU PREPARE YOUR PROJECT: GOALS GOALA BAD GOAL 👎
- 15. S pecific M easurable Attainable R elevant T ime-framed Specific Measurable Attainable Relevant Time-framed
- 16. A BETTER GOAL ASYOU PREPARE YOUR PROJECT: GOALS 👍 By end of Q4 2018, we will launch a new website that: ‣ is fully responsive ‣ meets our new brand standards (due Q4 2017) ‣ meets usability testing requirements based on user- centered design principles
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- 18. AS YOU PREPAREYOUR PROJECT: METHODS ▸ Values ▸ Goals ▸ Methods ▸ Facts ▸ Values ▸ Goals ▸ Methods ▸ Facts ALIGN ON…
- 19. AS YOU PREPAREYOUR PROJECT: METHODS DECIDING ABOUT DECISION-MAKING ▸ How do we make decisions? ▸ Who gets to decide? ▸ What are the relevant facts? ▸ How will we confirm those facts? ▸ What assumptions are we okay to move forward with? ▸ How do we make decisions? ▸ Who gets to decide? ▸ What are the relevant facts? ▸ How will we confirm those facts? ▸ What assumptions are we okay to move forward with?
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- 21. CONSENSUS COUNCIL AD HOC COMMANDSPEED OF DECISION-MAKING SUPERFAST! PAINFULLY SLOW STRENGTH & LONGEVITY OF SOLUTION NOT SO MUCH PRETTY SOLID
- 22. AS YOU PREPAREYOUR PROJECT: ROLES ▸ Owner ▸ Sponsor ▸ Manager ▸ Product team ▸ SMEs ▸ Everyone else
- 23. R Responsible forcompleting the task A Accountable for delivering the work C Consulted about the work I Informed about the work
- 24. Content inventory Messaging Page tablesCopywriting CONTENT STRATEGY I A A C EDITORIAL I R/A C C IA I I R C WRITER R C C R/A
- 25. Content inventory Messaging Page tablesCopywriting SHELLY R/A C C I FRANK I R/A C A STEVE I I R/A I ALICIA I R I R
- 26. ALIGN ON… AS YOUPREPARE YOUR PROJECT: METHODS ▸ Values ▸ Goals ▸ Methods ▸ Facts ▸ Values ▸ Goals ▸ Methods ▸ Facts
- 27. AS YOU PREPAREYOUR PROJECT: FACTS DECIDING ABOUT DECISION-MAKING ▸ How do we make decisions? ▸ Who gets to decide? ▸ What are the relevant facts? ▸ How will we confirm those facts? ▸ What assumptions are we okay to move forward with?
- 28. 2 : ASSESSMENT &ANALYSIS
- 29. ASSESSMENT VS. ANALYSIS THEASSESSMENT ▸ Catalogs information ▸ Records observations ▸ Considers … ▸ Business objectives and constraints ▸ Audience goals ▸ Project environment
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- 34. Hello, As you know,Brain Traffic is working with our team on the content strategy for our upcoming website redesign. To help her prepare for your interview, the lead content strategist for the project, Kristina Halvorson, asked me to send the following questions to you: 1. What is your role at BigCompany? (title, manager, responsibilities) 2. What are your biggest concerns (or pain points) about today’s website? 3. What are the top three opportunities you see for our new website? Please forward your answers to kristina@braintraffic.com no later than 5:00pm CT mm/dd. Thanks! Action required: reply due by mm/dd Project.Owner@BigCompany.com
- 35. “I know youhave a lot on your mind, so here’s a quick refresh on…” ‣ Project goals ‣ Current status ‣ Why we need your help ‣ Post-interview plan
- 36. PERCEPTION VS. REALITY ▸What do they think the problem is? ▸ Do they know all the pieces of relevant information? ▸ Do they accept or reject that information as true? ▸ How do they view their authority or power on this project? DOING ASSESSMENT AND ANALYSIS: THE INTERVIEW
- 37. BUSINESS OBJECTIVES BUSINESS CONSTRAINTS AUDIENCEGOALS PROJECT ENVIRONMENT
- 38. ▸ Pulls itall together ▸ Says what’s true ▸ Prioritizes what matters ▸ Is our foundation for upcoming design and build decisions THE ANALYSIS ASSESSMENT VS. ANALYSIS
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- 41. DIAGNOSIS + GUIDING PRINCIPLES +COHERENT SET OF ACTIONS STRATEGY
- 42. DIAGNOSIS = ANALYSIS ▸Pulls it all together ▸ Says what’s true ▸ Prioritizes what matters ▸ Is our foundation for upcoming design and build decisions DESIGNING STRATEGY
- 43. ▸ Values ▸ Goals ▸Purpose statement ▸ Prioritized audiences GUIDING PRINCIPLES DESIGNING STRATEGY
- 44. HEALTH CHECK: PROJECTGOALS DESIGNING STRATEGY: REVISITING GOALS By end of Q2 2017, we will launch a new website that: ‣ is fully responsive ‣ meets our new brand standards (due Q3 2016) ‣ meets usability testing requirements based on user- centered design principles ‣ makes do with our existing CMS
- 45. PURPOSE STATEMENT DESIGNING STRATEGY:REVISITING GOALS Our website exists to: ‣ Get sales leads ‣ Quickly connect priority audiences to the right BigCompany people ‣ Deliver 100% satisfaction in support services
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- 47. DIAGNOSIS + GUIDING PRINCIPLES +COHERENT SET OF ACTIONS __________________ STRATEGY DIAGNOSIS + GUIDING PRINCIPLES + COHERENT SET OF ACTIONS __________________ STRATEGY
- 48. 4 : DESIGN &BUILD
- 49. DESIGN ARTIFACTS ▸ Designfor your user and the task. ▸ Be consistent. ▸ Use simple and natural dialogue. ▸ Reduce unnecessary mental effort by the user. ▸ Provide adequate feedback. ▸ Provide adequate navigation mechanisms. KEY PRINCIPLES OF USER CENTERED DESIGN
- 50. KRISTINA, WE AREGOING TO NEED A LOT MORE CONTENT, WHERE SHOULD WE GET IT. Everyone DESIGN & BUILD: RECEIVING FEEDBACK
- 51. DO NOT DEFEND. DONOT DEFLECT.
- 52. THE PLAN, SHECHANGES. DESIGN & BUILD: REMEMBER HOW YOU SIGNED OFF ON THIS REMEMBER? ▸ Values – Here’s what shapes our products and process. ▸ Goals – How are our goals holding up? ▸ Methods – Where do we need to shift gears? ▸ Facts – What has come up that is relevant to our goals? ▸ Values – Here’s what shapes our products and process. ▸ Goals – Here’s what we’ll accomplish. ▸ Methods – Here’s how we’ll get it done. ▸ Facts – Here’s what we’ll base our decisions on.
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- 54. MAINTAIN MUTUAL UNDERSTANDING ▸Joint objectives ▸ Joint communication ▸ Joint resources ▸ Joint risks DESIGN & BUILD: KEEPING THE TEAM ALIGNED
- 55. Joint Objectives Joint Commitments JointResources Joint Risks Confused Implicit Unavailable Underestimated Clear Explicit Available Under Control Joint Objectives Joint Commitments Joint Resources Joint Risks
- 56. Objectives Contributions ResourcesRisks Commitments Describe concretely what should be achieved together, as a team. Describe individual contributions for reaching the objective. Describe the missing resources for you to fulfill your part. Describe what may prevent you from succeeding. Describe concrete commitments each participant takes towards the team (name, commits to, action, date).
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- 58. 5 : LAUNCH &BEYOND
- 59. LAUNCH & BEYOND:STAY THE COURSE ▸ Values – Here’s what shapes our product and process. ▸ Goals – Here’s what we will accomplish—or already did. ▸ Methods – Here’s how we’re getting it done. ▸ Facts – Here’s what we’re basing our decisions on. WE WILL MAKE A NOTE OF IT. ALSO—
- 60. LAUNCH & BEYOND:DO MORE, DO BETTER ▸ Values – Here’s what shapes our product and process. ▸ Goals – Here’s what we’ll accomplish. ▸ Methods – Here’s how we’re getting it done. ▸ Facts – Here’s what we’re basing our decisions on. THE NEVER-ENDING PUSH ▸ Values – Here’s what shapes our product and process. ▸ Goals – What’s next, and why? ▸ Methods – How can we do things better, together? ▸ Facts – What’s new? What’s changed? What’s exciting?
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- 63. ALIGNMENT IS CREATED. ALIGNMENT IS CREATIVE. ALIGNMENTIS CONSTANT. ALIGNMENT IS AWESOME.
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