The document discusses stakeholder engagement in agile projects. It covers key topics like active listening, collaboration games, communication management, and workshops. It describes tasks like engaging stakeholders, sharing information frequently, and establishing shared visions. Finally, it discusses tools and techniques for stakeholder management, such as identifying stakeholders, educating them on agile, keeping them engaged through the project, and using collaboration and participatory decision making.

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DOMAIN 3
Stakeholder Engagement
MSc. PMP. Nguyen Thanh Phuoc
phuocnt@gmail.com
Key Topics
• 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
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• 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

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Tasks
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
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Stakeholders

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[K&S] Taking Care of Stakeholders
• Stakeholder Stewardship versus Stakeholder Management
– 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
• The project team is considered stakeholders in traditional project
management (according to PMBOK Guide) but not in Agile projects
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[K&S] Taking Care of Stakeholders
• Educating Stakeholders about Agile
– Executives and project sponsors
– Managers
– The development team
– The user community
– Supporting groups
If the project stakeholders are new to agile methods, they may need some basic
education about how agile projects operate to help them understand the approach
that will be used, address any myths about agile, and guide their expectations. This
education should include the goals, values, practices, and benefits of the agile
approach to help them understand why the project will be executed in this manner.
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[K&S] Taking Care of Stakeholders
• Keep Stakeholders Engaged
– One benefit of short iterations is that they prevent stakeholders
from losing interest in the process
– to ensure we will hear about change requests as soon as possible.
– Help us identify potential risks, defects, and issues
– engaging stakeholders in project events is that not all
stakeholders can be handled in the same way
• the ScrumMaster, project manager, or other designated
person needs to use their emotional intelligence and
interpersonal skills to try to understand these stakeholders’
concerns and find a positive way to engage them with the
project
– Another aspect of stakeholder stewardship is establishing a
process for escalating issues that need a high level of authority to
resolve
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StakeholdersManagement

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Stakeholder Management Process
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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
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Manage StakeholdersExpectations

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StakeholdersClassification
[K&S] Incorporating Stakeholder Values
• Focus on bringing project priorities into alignment with
stakeholder priorities
• Incorporates stakeholder values into a project is by engaging
the product owner in the prioritization of the backlog
• Invite stakeholders to planning meetings and sprint review
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Why the Big Focus on Stakeholders?
• user story workshops,
• participatory decision making,
• collaboration games,
• and frequent discussions of the definition of “done.”
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Principles of Stakeholder Engagement
1. Get the right stakeholder
2. Cement(Keep) 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
5. Show progress and capabilities
6. Candidly discuss estimates and projections
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Establishing a Shared Vision
• some key tools that agile teams
use to establish a shared vision
among all the stakeholders
– agile charters,
– the definition of done,
– workshops,
– modeling,
– wireframes,
– and personas.
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Project Charter
ProjectSuccess

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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, gain agreement about the project s W5H attributes (Who,
What, Where, When, Why, and How), and obtain the authority
to proceed
• they typically have less detail than non-agile charters, are
shorter documents, and focus more on how the project will be
run than on exactly what will be built
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Establishing a Shared Vision
• [T&T, K&S] Agile Chartering
– Developing an Agile Charter (cont.)
Elevator Statement (ELEVATOR PITCH)
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Establishing a Shared Vision
• [T&T, K&S] Agile Chartering
– Elevator Statement (cont.)
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[T&T] Definition of DONE
• User stories
• Releases
• Final Project Deliverables
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[T&T] Agile Modeling
• Use Case Diagrams
• Data Model
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[T&T] Agile Modeling
• Use Case Diagrams
• Data Model
• Screen Designs
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[T&T] Wireframes
• Quick mock-up of a product
• Low fidelity prototyping
• Quick and cheap way
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[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
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[K&S] Communicating with Stakeholders
[K&S] Communicating with Stakeholders
• Face to Face Communication
– face-to-face communication at a whiteboard has the highest efficiency
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[T&T] Two-Way Communication
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• the “dispatching”
model traditionally
used in a command
and control approach
• In the collaborative,
two-way
communication style
used on agile
projects
[T&T] Knowledge Sharing
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• Agile methods also emphasize knowledge sharing by using low-
tech, high-touch tools like cards on a wall to plan and schedule
the project
• to share knowledge amongst the team members, not just
generate lists of work done, work planned, and issues that have
arisen
• to speed the sharing of information that occurs in face- to-face
environments through osmotic communication and tacit
(unwritten) knowledge
• they are high-ceremony ways (iteration review) to share
knowledge
– Customer to Team
– Team to Customer

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[T&T] Knowledge Sharing
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[T&T] Information Radiators
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[T&T] Information Radiators
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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
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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

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[T&T] Information Radiators
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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] Social Media
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[T&T] Working Collaboratively
Benefits of this T&T
• Generates wiser decisions
– via shared information
• Promotes problem solving rather than
procedural decision making
• Fosters action by mobilizing shared
resources to get work done
• Builds social capital by building
relationships and understanding
• Fosters ownership of collective problems
by valuing participation and shifting
power downwards
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Study by Steven Yaffee from the University of Michigan
[T&T] Working Collaboratively
• Green Zone/ Red Zone
– For collaboration to be most effective, we have to assess the groups
openness to working together. Lyssa Adkins recommends using the
“Green Zone, Red Zone” model to diagnose how much support there is
for collaboration.
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[T&T] Working Collaboratively
• Green Zone/ Red Zone
– To promote effective collaboration, agile leaders, coaches, and
facilitators aim to stay in the Green Zone and continuously model
Green Zone behavior. This strengthens and supports Green Zone
thinking and behavior in the other project stakeholders, so that the
group can direct their energy toward working together effectively.
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[T&T] Workshop
• make 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
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[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
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[T&T] Brainstorming
• Brainstorming Methods: There are many different methods that can be
used for brainstorming Ex:
1. Capture ideas.
– Quiet Writing (1)
• the participants are given five to seven minutes to generate a list of ideas
individually before the group gathers to share their ideas
– Round – Robin (2)
• People take turns by passing a token around the group. When a participant
receives the token, he or she will suggest an idea and then pass the token to
the next person
– Free – for – All (3)
• People just shout out their ideas spontaneously
2. the next steps are to sort them
- Sorting the ideas is often done by putting them on aboard
- Consolidating similar ideas and removing duplicates until a list of distinct
suggestions emerges until a list of distinct suggestions emerges
3. prioritize them
4. implement the most likely (best) ideas
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[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
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[T&T] Collaboration Games
1. Remember the Future Game
– This is a vision-setting and requirements-elicitation exercise
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[T&T] Collaboration Games
2. Prune the Product Tree
– This exercise helps stakeholders gather and shape requirements
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[T&T] Collaboration Games
3. Speedboat (aka Sailboat)
– The goal of this exercise is to identify threats and opportunities(risks)
for the project
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USING CRITICAL INTERPERSONAL
(SOFT) SKILLS
Using Critical Interpersonal Skills
• [T&T] Emotional
Intelligence
• [T&T] Active Listening
• [K&S] Facilitation
• Negotiation
• Conflict resolution
• Participatory decision
making
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Using Critical Interpersonal Skills
• [T&T] Emotional Intelligence
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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)
Chân dung của người có trí tuệ cảm xúccao

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• Cấp độ trí tuệ cảm xúc
của một người
• Thường được thể hiện
bằng một con số hoặc
mức độ cao thấp
• Dựa trên một bài kiểm
tra đã được chuẩn hóa
motional uotient
Chỉ số cảm xúc
• Nhận biết bản thân
• Quản lý bản thân
• Hiểu người khác
• Xây dựng các mối quan
hệ tích cực
motional ntelligence
Trí tuệ cảm xúc
EI & EQ
S elf-talk
A net-work
M entor
E nvironment
Tự tạo năng lượng bằng mô hìnhSAME

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“Bí quyết thành công nếu có là biết đặt mình
vào vị trí của người khác và xem xét mọi việc
vừa theo quan điểm của họ, vừa theo quan
điểm của mình”
Henry Ford
Using Critical Interpersonal Skills
• [T&T] Active Listening
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Using Critical Interpersonal Skills
• [K&S] Facilitation (MC)
– 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
• breaks will take place
– Assisting
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Using Critical Interpersonal Skills
• [K&S] Facilitation (cont.)
– Visioning Product Box – Teams create a product box similar to the one
on a store shelf. This encourages the team to identify the most
important features of the product.
– Spider Web – A context diagramming exercise where everyone draws
pictures and lines to represent relationships of a product with other
products and services.
– Requirements Buy a feature – This game helps the team in prioritizing
features
– White Elephant Sizing
– Retrospectives with Sailboat
– Learning Matrix – Captures what went well and what did not ideas
that can be implemented, and individuals who performed well.
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Using Critical Interpersonal Skills
• [T&T] Conflict Resolution
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Negotiation to resolve conflict
• Kenneth Thomas and Ralph Kilmann identified five conflict
modes:
– Competing - High assertiveness and low cooperativeness.
The goal is to “win.”
– Avoiding - Low assertiveness and low cooperativeness.
The goal is to “delay.”
– Compromising - Moderate assertiveness and cooperativeness.
The goal is to “find a middle ground.”
– Collaborating - High assertiveness and high cooperativeness.
The goal is to “find a win-win solution.”
– Accommodating - Low assertiveness and high cooperativeness.
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. 60

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[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.”
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[K&S] Participatory Decision Making
• 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
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[K&S] Participatory Decision Making
• Highsmith’s Decision Spectrum
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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
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• Emotional Intelligence
• Facilitation
• ROI/NPV/IRR
• 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

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References
• PMI-ACP Exam Prep 2015 By Mike Griffiths, PMI-ACP, PMP
• Many other resources from Internet
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Thank you for your attention!
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10 Stakeholder Management Principles adapted for Agile
Product Development
1. Communicate
2. Consult, early and often
3. Remember, they’re only human
4. Plan it!
5. Relationships are key
6. Simple, but not easy
7. Just part of managing risk
8. Compromise (but not on your vision)
9. Understand what success is
10.Clear responsibilities
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5 Ways Agile Teams Can Engage Stakeholders
1. Encourage Early
Involvement
2. Connect the Dots &
Explain Product Benefits
3. Ensure Inclusion in
Priority Discussions
4. Collaborate During
Release Planning
5. Solicit Feedback During
Reviews
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Requirements in Agile

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Collecting Requirements
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User Stories

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User Stories Samples
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Writing User Stories

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User Stories Characteristics - INVEST
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User Stories Characteristics - INVEST

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202
0
User Stories Characteristics - INVEST
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1
User Stories Characteristics - 3C

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222
2
Splitting Stories
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3
User Story Types

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4
Difference between Story, Epic andTheme
Thank you for your attention!
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