The document outlines the importance of effective stakeholder management within organizations, emphasizing the need to identify, analyze, and engage stakeholders throughout the product development cycle. It provides guidelines for prioritizing stakeholders based on their influence and interest while also addressing challenges such as unclear or unreasonable expectations. The main goal is to align stakeholder needs with organizational objectives, ensuring successful collaboration and communication.

1. Stakeholder Management
Advanced Business Analysis Training

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Agenda
• Problem Description
• Stakeholder Management
• Identify your Stakeholders
• Analyze your Stakeholders
• Prioritize your Stakeholders
• Engaging your Stakeholders
• Managing Expectations

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Problem Description
So far one of the most vital but problematic areas within organizations seem to be
stakeholder management.
This action applies to all levels of the organization with different abstraction.

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Objective
• To raise customer and stakeholder
understanding of your product
owner community, teams and
organization.
• Provide a tool in order to
• Understand stakeholder’s
expectations & needs.
• Collaborate in the most efficient
way across the entire chain of
the product development flow
stakeholders.
• Manage autonomously end-to-
end operational responsibilities
• Help building of working networks
with all stakeholders along your
product flow

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Stakeholder
Management

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What do you need?

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You need to
• Develop relationships and trust among stakeholders and individuals that
influence your products.
• Manage relationships among your stakeholders.
• Benefit from powerful stakeholders.
• Ensure requirements are identified and aligned as early as possible.
• Mitigate risks and problems that delay your product.
• Understand stakeholder tolerance in your risks.
• Identify positive existing relationships.
• Identify stakeholders and align with their expectations early enough.

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What is
Stakeholder
Management

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Stakeholder Management
>… is a process of interpreting and
influencing both the external and
internal environments exist in your
product life cycle by creating positive
relationships with stakeholders
through the appropriate management
of their expectations and agreed
objective.
>… Stakeholder management
prepares a strategy based on
information gathered during
identification and the analysis phase
of the process, aiming to support the
strategic objectives of your
organization and products.

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What we want!
• Product Owner
• Scrum Master
• Feature development teams

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Product Owner
By definition, the primary goal of a product owner is to represent the needs
and desires of the stakeholder community
• Help the stakeholders understand
• Product/feature requirements
• Product/feature plans
• Business and product/feature risks
• Listens to all stakeholders
• Report to internal & external product stakeholders
• Negotiate with internal & external product stakeholders
• Collaborate closely with all product stakeholders
• Understand stakeholder needs and expectations

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Scrum Master
As a facilitator,
• To facilitate stakeholder management activities
• To help all roles and functions to collaborate closely
As a coach,
• Educate the Team and Product Owner
• To follow the process
• To remain engaged from the definition to the completion of the feature
• To set the right expectations
• To provide ongoing feedback and support
• To allow all the transparency required and needed towards their
stakeholders

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Scrum master
As a shield,
• To educate others outside the feature about how organization is working
• To manage stakeholder expectations
As an impediment handler,
• To listen
• To remove fear & comfort
• To create and share big picture
• To challenge

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Development team
• Know who feature stakeholders are
• Prioritize feature stakeholders right
• Keep stakeholders satisfied, actively engaged and informed
• Monitor them and be aware if their expectations changed
• Communicate often using the right tools
• Be able to justify their decisions
• Engage feature stakeholders
• Be informed of feature’s risks
• Determine product team interaction points
• Define the objectives
• Set the frequency

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The challenge

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The challenge
• Unidentified stakeholders
• Those who were not identified early in the project
• Unreasonable stakeholders
• Those who do not embrace the feature as required
• Unclear stakeholders
• Those who do not clearly articulate
• Those who are not open and honest about their interests and
expectations
• There’s misalignment
• Conflicting priorities
• Unshared vision

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The challenge
• There are politics
• You may be the messenger…
• At some point, you will need to give bad news
• You will need to say no
• And stakeholders changing over time
• At any given point, you may not know who they all are
• We need systematic approach to identify and prioritize

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The process
Identify
Stakeholders
Analyse
Stakeholders
Prioritize
Stakeholders
Engage
Stakeholders
Communicate
Often
Act on
expectations
Review
expectations
Reject
expectations

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YOUR TURN NOW

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Identify
your
Stakeholders

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Identify – Product stakeholders
• The challenge : Identify all your product stakeholders and draw a network

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Identify stakeholders Cheat Sheet
Consider those who have
The ability to impact your project
The ability to enhance your project (SME’s)
The ability to slow down your projects
The ability to remove impediments
The ability to lead opinions
The ability to facilitate the change
Remember those who have to live with the
solution
Customers and your organization itself
Production support (Maintenance)
Do not forget external influences
Subcontractors
Suppliers
Competitors
Regulatory agencies
Stakeholders may….
Find faults Delay approvals
Provide little support Be overly controlling
Reassign resources Pull the plug!
Start a competing
project
Sway opinions in a
negative direction
Stakeholders
Can be business owners and others with
significant decision-making authority
Can be impacted by the project but have little
influence
May want more of your time than you can give
May not even be aware of your project… and may
not want another email in their inbox!

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Analyze
your
Stakeholders

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Analyze – Product stakeholders
1. Define the context, and purpose of every stakeholder identified
2. How is the above achieved
3. Determine who needs to be involved
4. What is your expectation from each stakeholder
5. What is your stakeholder expectation
6. Identify tangible & intangible deliverables needed from both sides
7. Describe or draw the interaction or transaction you have with each
stakeholder

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Prioritize
your
Stakeholders

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The stakeholder map
What is it?
• Provides a framework for managing
stakeholders based on interest and
influence
• Y-axis something labeled “Power”
• X-axis sometimes just labeled
“Interest”
High
Low High
Influence
Interest/Availability
Keep
Satisfied
Actively
Engage
Monitor Keep
Informed

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The stakeholder map
• Business owners and others with
significant decision-making
authority
• Typically easy to identify
• Can kill, sustain, or nurture the
project
• They’re typically easy to actively
engage.
• Set up consistent touch points
High
Low High
Influence
Interest/Availability
Keep
Satisfied
Actively
Engage
Monitor Keep
Informed

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The stakeholder map
• Those with significantly decision-
making authority
• Lacks the availability or interest to
be actively engaged.
• It is usually difficult to have
consistent touch points. Do
whatever is needed to keep them
satisfied
High
Low High
Influence
Interest/Availability
Keep
Satisfied
Actively
Engage
Monitor Keep
Informed

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The stakeholder map
• May be impacted by the project but
have little influence
• May want more of your time than
you can give
• Find efficient ways to communicate
and keep them informed
• Email updates
• Presentations
• Publicity campaigns
High
Low High
Influence
Interest/Availability
Keep
Satisfied
Actively
Engage
Monitor Keep
Informed

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The stakeholder map
• They aren’t (and don’t expect to be)
significantly involved
• They may not even be aware of
your project… and may not want
another email in their inbox!
• Know who they are
• Monitor them and be aware if they
move into other quadrants
High
Low High
Influence
Interest/Availability
Keep
Satisfied
Actively
Engage
Monitor Keep
Informed

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Prioritize stakeholders – Stakeholder map
Actively Engage
Business owners and other with significant
decision-making authority
Typically easy to identify
Can kill, sustain, or nurture the project
They’re typically easy to actively engage
Set up consistent touch points
Keep Satisfied
Those with significantly decision-making authority
Lacks the availability or interest to be actively
engaged
Do whatever is needed to keep them satisfied
Keep informed
May be impacted by the project but have little
influence
May want more of your time than you can give
Find efficient ways to communicate
Monitor
They aren’t (and don’t expect to be significantly
involved)
They may not even by aware of your project… and
may not want another email in their inbox!
Know who they are
Monitor them and be aware if they move into other
quadrants
What is it?
A framework for managing stakeholders based on
interest and influence
Y – axis sometimes labeled “Power”
X – axis sometimes just labeled “Interest”

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Engaging
your
Stakeholders

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Engaging stakeholders
1. Following the analysis made before
• Determine your touch points
• Define the expected objectives and outputs
• Set the frequency
2. In case of a stakeholder alignment need
• Build your alignment agenda
• Questions you have

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Engaging stakeholders
Think First
Do my stakeholders prefer formal or informal
communication?
What is the reporting needs of each stakeholder?
How does reporting generally occur in my
organization? What do reports look like in my
organization?
What are the pattern of interactions used?
What is missing?
Impact Analysis basic questions
How well are we converting our inputs into value?
How do stakeholder inputs help us build our
capabilities?
Cost/Risk handling
What are the product handling costs or demands
arising from stakeholders requests and expectations?
What is the product risks when stakeholders
requests/expectations handled or not handled well?
Value creation (benefit/gain)
Is there a gain, increase or positive impact on our
feature in terms of improving quality, processes,
feature timing or cost reduction?
Does it build strategic capability for the product by
increasing knowledge or competence, enabling
collaboration or learning, improving ways of working?
Ask yourself?
What are your product biggest challenges?
What does success look like?
What would happen if you don’t change the way
things are done today?

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Stakeholder alignment
Consider and share
Your product vision, goals and time plan
Your development teams structure and locations
What are your development processes and who
owns them?
What is your expectations?
Describe your roles and responsibilities
What areas for improvement have you observed?
Ice breakers
What re your organization biggest challenge?
What does success look like?
What are the biggest challenges in your role?
Moving into the details
How would you describe the process?
What parts of the process would you improve and
why?
What ideas do you and your team mates talk about
as ways to improve the process?
What would happen if we don’t change the way things
are done today?
Question that can be addressed
In your opinion what are the product risks? What are
the chances of success vs. failure? Why?
How do you measure success in your organization?
How often would you prefer to interact?
What information do you use in your job? What forms
do you use?
Where are your oganization’s locations?
What is your management organizations structure?

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Managing
Expectations

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Managing expectations
Act on expectations
Review
expectations
Reject
expectations

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What is needed
• Patience
• Setting the right expectation
• On scope
• And timing
• Prioritize right
• Allocate feature resources and budget right
• Be able to justify your decisions
• Continuous planning and risk assessment

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Be prepared for
• Questions from those not familiar with your practices
• “What do you mean you can’t commit to what I’m getting six months
from now?”
• “Can you squeeze it in? It’s really small”
• “Why are you wasting time on architecture and refactoring?”

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Communicate Often
• Consider
• How
• When
• Objectives
• Resources

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How?
• Audio/Visual
• Video conferencing
• Teleconferencing
• Face to Face
• Project meetings
• Workshops/Presentations
• Briefings
• Ad-hoc meetings for individuals with specific questions
• Online
• Email
• Forums
• Intranet, wikis
• Printed material

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When?
• Proactive communication (preferably)
• Reactive communication

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What objectives?
• Provide reporting material
• Review planning
• Review budget
• Information sharing
• Decision making
• To remain engaged
• Provide feedback and support
• Define and clarify requirements
• Collaborate
• Establish a trusting Agile environment

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Which resources?
• Define spokes-people
• Good to speak with one voice
• Good to know the audience

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Way forward

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Proposals
• Gather all stakeholder intelligence in one place
• After product completion forward or present your feedback and experiences
to your organization and development community
• Share your good practices

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Thank You!