In this advanced business analysis training session, you will learn Stakeholder Management. Topics covered in this session are:
• Problem Description
• Stakeholder Management
• Identify your Stakeholders
• Analyze your Stakeholders
• Prioritize your Stakeholders
• Engaging your Stakeholders
• Managing Expectations
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
Over the years, you have been told that management of the stakeholders is crucial to your project. You have been presented with tools and techniques to achieve this goal! Are they really working? Are you getting the result you were hoping to get; positive stakeholder participation? If not, this is the presentation for you!
4 Steps for Improved Stakeholder EngagementBrightWork
Project managers need to secure stakeholder support early on to help work proceed smoothly. Creating a stakeholder engagement strategy involves four principal steps - Define, Analyze, Plan and Engage.
Stakeholders are individuals, persons or organizations who are actively involved in the project or have interests that may be positively or negatively affected by the performance or completion of the project
Stakeholders have varying levels of responsibility and authority and can change over the project life cycle.
Stakeholder Management is one of the important matters in Project Management. The key are : Project management is taking about Human and Stakeholder Management is taking about People Engagement
Over the years, you have been told that management of the stakeholders is crucial to your project. You have been presented with tools and techniques to achieve this goal! Are they really working? Are you getting the result you were hoping to get; positive stakeholder participation? If not, this is the presentation for you!
4 Steps for Improved Stakeholder EngagementBrightWork
Project managers need to secure stakeholder support early on to help work proceed smoothly. Creating a stakeholder engagement strategy involves four principal steps - Define, Analyze, Plan and Engage.
Stakeholders are individuals, persons or organizations who are actively involved in the project or have interests that may be positively or negatively affected by the performance or completion of the project
Stakeholders have varying levels of responsibility and authority and can change over the project life cycle.
Stakeholder Management is one of the important matters in Project Management. The key are : Project management is taking about Human and Stakeholder Management is taking about People Engagement
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.
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.
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
The Agile Stakeholder Management Framework for Teams, Programs, and PortfoliosDrew Jemilo
Stakeholder management is one of the most important responsibilities of a Product Owner. It can also be one of the biggest land mines if you don't continuously inspect and adapt your planning and communication. How do you interact with your stakeholders based on their level of interest and the degree of influence they have over your team's success or failure? In this session, you will learn how to apply the stakeholder management framework to:
1. Identify, analyze, prioritize, and engage your stakeholders
2. Manage expectations through the continuous process of setting expectations, acting on them, reviewing them, and resetting them
3. Build your communication plan using the stakeholder mapping technique and the Net Promoter Score (NPS) to plot your sponsors, major stakeholders, minor stakeholders, and subject matter experts
4. Gain consensus with your stakeholders regarding their rights and responsibilities
5. Scale to the program and portfolio levels
Originally presented at Agile2012
http://agile2012.agilealliance.org/program/schedule/
PMP Chap 13 - Project stakeholder management OverviewAnand Bobade
PMP Chap 13 - Project stakeholder management Overview
When working on a project, there are many people or organizations that are dependent on and/or are affected by the final product or output. These people are the stakeholders of a project.
Stakeholder management involves taking into consideration the different interests and values stakeholders have and addressing them during the duration of the project to ensure that all stakeholders are happy at the end.
This branch of management is important because it helps an organization to achieve its strategic objectives by involving both the external and internal environments and by creating a positive relationship with stakeholders through good management of their expectations.
Stakeholder management is also important because it helps identify positive existing relationships with stakeholders. These relationships can be converted to coalitions and partnerships, which go on to build trust and encourage collaboration among the stakeholders.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
Help to understand why need a stakeholder analysis, Contains Stakeholder Definition, Theory , mapping, Types, application, example through graphical presentation
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.
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.
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
The Agile Stakeholder Management Framework for Teams, Programs, and PortfoliosDrew Jemilo
Stakeholder management is one of the most important responsibilities of a Product Owner. It can also be one of the biggest land mines if you don't continuously inspect and adapt your planning and communication. How do you interact with your stakeholders based on their level of interest and the degree of influence they have over your team's success or failure? In this session, you will learn how to apply the stakeholder management framework to:
1. Identify, analyze, prioritize, and engage your stakeholders
2. Manage expectations through the continuous process of setting expectations, acting on them, reviewing them, and resetting them
3. Build your communication plan using the stakeholder mapping technique and the Net Promoter Score (NPS) to plot your sponsors, major stakeholders, minor stakeholders, and subject matter experts
4. Gain consensus with your stakeholders regarding their rights and responsibilities
5. Scale to the program and portfolio levels
Originally presented at Agile2012
http://agile2012.agilealliance.org/program/schedule/
PMP Chap 13 - Project stakeholder management OverviewAnand Bobade
PMP Chap 13 - Project stakeholder management Overview
When working on a project, there are many people or organizations that are dependent on and/or are affected by the final product or output. These people are the stakeholders of a project.
Stakeholder management involves taking into consideration the different interests and values stakeholders have and addressing them during the duration of the project to ensure that all stakeholders are happy at the end.
This branch of management is important because it helps an organization to achieve its strategic objectives by involving both the external and internal environments and by creating a positive relationship with stakeholders through good management of their expectations.
Stakeholder management is also important because it helps identify positive existing relationships with stakeholders. These relationships can be converted to coalitions and partnerships, which go on to build trust and encourage collaboration among the stakeholders.
An Introduction to Project Management Krishna Kant
I have tried to present here a brief introduction of project management for the people who wish to get the flavor of project management and what it takes to be a successful project manager.
I have used these slides for the various project management sessions that I have conducted in different forums. And I hope this will help you to understand or re-cap your project management principles.
Help to understand why need a stakeholder analysis, Contains Stakeholder Definition, Theory , mapping, Types, application, example through graphical presentation
This presentation talks of how to manage stakeholders - Identifying Stakeholders, build a stakeholder Map and Gamifying prioritization of features through Innovation Games (Prune the Product Tree and Buy a feature)
Slides Becky Yelland recently used in his discussion w/ mentees of The Product Mentor.
The Product Mentor is a program designed to pair Product Mentors and Mentees from around the World, across all industries, from start-up to enterprise, guided by the fundamental goals…Better Decisions. Better Products. Better Product People.
Throughout the program, each mentor leads a conversation in an area of their expertise that is live streamed and available to both mentee and the broader product community.
In this Business Analysis Training session, you will learn stakeholder management. Topics covered in this session are:
• A definition of ‘stakeholders’ for your organisation
• How the concept of ‘stakeholders’ relates to concepts of the organisation
• The purpose of Stakeholder Analysis
• Some common forms of Stakeholder Analysis
• Stakeholder Mapping techniques
To learn more about this course, visit this link: https://www.mindsmapped.com/courses/business-analysis/business-analysis-fundamentals-with-hands-on-training/
In this Business Analysis training session, you will learn about Stakeholder Analysis. Topics covered in this session are:
• A definition of ‘stakeholders’ for your organisation
• How the concept of ‘stakeholders’ relates to concepts of the organisation
• The purpose of Stakeholder Analysis
• Some common forms of Stakeholder Analysis
• Stakeholder Mapping techniques
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/business-analysis-training-for-beginners-as-per-babok-v3/
Stakeholders are any body who relate to your project , are impacted or can impact your project directly or indirectly. You gotta identify them and manage them if you want your project to be successful.
Beyond Stakeholder Analysis And ManagementJoe Newbert
Why has project failure become the industry standard? How can projects deliver business value? What stands in the way of meeting stakeholder needs?
Finding answers to these questions in an imperative for organisations that wish to survive and thrive in the 4th Industrial Revolution — an era that’s bringing a dramatic increase in customer expectations, business risks and project pressures.
This presentation suggests the lenses for project success, works through a good-practice framework and considers valuable techniques to engage, communicate and collaborate around a shared understanding with the stakeholder community.
You’ll learn:
Challenges for business analysis, project delivery and change management
Activities for performing practical stakeholder analysis and management
Tactics for building relationships that satisfy your stakeholder, organization and self
Whether you’re a business analyst, project manager or a hybrid of the two, this talk will unpack what’s needed to create better stakeholder engagement experiences and attain the information needed to ultimately meet the needs of the business.
Pmiuk feb 2020 webinar stakeholder engagement for infrastructure projectsPMIUKChapter
Stakeholder Engagement (not management) is one of the factors considered to be critical for project success, yet it is under-represented in the bodies of knowledge and other “best practice” standards and methodologies.
As one of the “soft skills” it is often left to be implemented at the discretion of the Project Manager and their team, and therefore is under-resourced. It is often responsive, rather than pro-active.
Based upon current research and recent case studies, this webinar will provide an overview of the International Association for Public Participation spectrum (IAP2) and discuss when each element of the spectrum could and should be applied.
Create Your End User Adoption StrategyErica Toelle
We all know that End User Adoption is an important area of focus in your SharePoint project. In this session we will take a closer look at the End User Adoption work stream on a SharePoint project, and the associated roles, responsibilities and tasks for the project plan.
In this advanced business analysis training session, you will learn Requirement Elicitation. Topics covered in this session are:
• What is Elicitation?
• The elicitation methodology
• The stakeholder connection
• Stakeholder Analysis
• Brainstorming
• One-to-One Interview
• Group Interview
• Document Analysis
• Focus Group
• Interface Analysis
• Observation/Social Analysis
• Prototyping
• Use case and scenarios
• Requirements reuse
• Pre-Project Activity
• Request for Proposal
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
In this advanced business analysis training session, you will learn Requirement Planning and Monitoring. Topics covered in this session are:
• Understand requirements risk approach
• Understand the team roles for the project
• Be able to determine requirements activities & planning steps
• Be able to estimate activities & manage the scope
• Be able to manage change to requirements
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
In this advanced business analysis training session, you will learn OOA and UML. Topics covered in this session are:
• Business Imperatives
• Enterprise Modeling
• Stakehollders
• Value Chains
• Business Processes
• Business Engineering
• System Level Model
• Mapping to Layered Architecture
• Conclusion
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
In this advanced business analysis training session, you will learn SDLC methodologies. Topics covered in this session are:
• Agile methodology
• Scrum methodology
• Rational Unified Process
• Rapid Prototyping
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
In this advanced business analysis training session, you will learn Enterprise Analysis. Topics covered in this session are:
• Strategic Planning
• Process and Elements
• Zachman Framework
• POLDAT
• Entity Analysis
• Business Architecture
• Key Stakeholders
• SWOT Analysis
• Cost-Benefit Analysis
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
In this advanced business analysis training session, you will learn RPA. Topics covered in this session are:
• What is RPA?
• Making Office Productive
• Consequences
• Automation
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
In this advanced business analysis training session, you will learn Data Analytics Business Intelligence. Topics covered in this session are:
• What is Business Intelligence?
• Data / information / knowledge
• What is Data Analytics?
• What is Business Analytics?
• What is Big Data?
• Types of Data
• Types of Analytics
• What is Business Intelligence?
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
In this advanced business analysis training session, you will learn User Stories from Scenarios. Topics covered in this session are:
• What is a Use Case?
• The Purpose of Use Case Analysis
• Managing the Building of Product
• The Basic Development Loop
• Analysis paralysis – how much is enough
• Conceptual model development
• Style Guide development
• Usability testing during agile increments
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
In this advanced business analysis training session, you will learn Use Cases and Its use in Agile World. Topics covered in this session are:
• Requirements Principles
• Identify the principles that lead to effective Agile requirements
• Setting the Stage for Requirements
• Establish the vision as the foundation of Agile requirements
• Levels of Agile Requirements
• Identify the different level of Agile requirements for effective requirements
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
In this advanced business analysis training session, you will learn Create user story. Topics covered in this session are:
• Create user story
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
In this advanced business analysis training session, you will learn Requirement Verification and Validation. Topics covered in this session are:
• Requirements Negotiation And Prioritization
• Requirements Management
• Requirements Traceability
• Requirements Variability and Software/System Product Lines
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
In this advanced business analysis training session, you will learn Requirement Management. Topics covered in this session are:
• Requirements Negotiation And Prioritization
• Requirements Management
• Requirements Traceability
• Requirements Variability and Software/System Product Lines
For more information, click here: https://www.mindsmapped.com/courses/business-analysis/advanced-business-analyst-training/
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
Why You Should Replace Windows 11 with Nitrux Linux 3.5.0 for enhanced perfor...SOFTTECHHUB
The choice of an operating system plays a pivotal role in shaping our computing experience. For decades, Microsoft's Windows has dominated the market, offering a familiar and widely adopted platform for personal and professional use. However, as technological advancements continue to push the boundaries of innovation, alternative operating systems have emerged, challenging the status quo and offering users a fresh perspective on computing.
One such alternative that has garnered significant attention and acclaim is Nitrux Linux 3.5.0, a sleek, powerful, and user-friendly Linux distribution that promises to redefine the way we interact with our devices. With its focus on performance, security, and customization, Nitrux Linux presents a compelling case for those seeking to break free from the constraints of proprietary software and embrace the freedom and flexibility of open-source computing.
A tale of scale & speed: How the US Navy is enabling software delivery from l...sonjaschweigert1
Rapid and secure feature delivery is a goal across every application team and every branch of the DoD. The Navy’s DevSecOps platform, Party Barge, has achieved:
- Reduction in onboarding time from 5 weeks to 1 day
- Improved developer experience and productivity through actionable findings and reduction of false positives
- Maintenance of superior security standards and inherent policy enforcement with Authorization to Operate (ATO)
Development teams can ship efficiently and ensure applications are cyber ready for Navy Authorizing Officials (AOs). In this webinar, Sigma Defense and Anchore will give attendees a look behind the scenes and demo secure pipeline automation and security artifacts that speed up application ATO and time to production.
We will cover:
- How to remove silos in DevSecOps
- How to build efficient development pipeline roles and component templates
- How to deliver security artifacts that matter for ATO’s (SBOMs, vulnerability reports, and policy evidence)
- How to streamline operations with automated policy checks on container images
Securing your Kubernetes cluster_ a step-by-step guide to success !KatiaHIMEUR1
Today, after several years of existence, an extremely active community and an ultra-dynamic ecosystem, Kubernetes has established itself as the de facto standard in container orchestration. Thanks to a wide range of managed services, it has never been so easy to set up a ready-to-use Kubernetes cluster.
However, this ease of use means that the subject of security in Kubernetes is often left for later, or even neglected. This exposes companies to significant risks.
In this talk, I'll show you step-by-step how to secure your Kubernetes cluster for greater peace of mind and reliability.
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Unlocking Productivity: Leveraging the Potential of Copilot in Microsoft 365, a presentation by Christoforos Vlachos, Senior Solutions Manager – Modern Workplace, Uni Systems
UiPath Test Automation using UiPath Test Suite series, part 5DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 5. In this session, we will cover CI/CD with devops.
Topics covered:
CI/CD with in UiPath
End-to-end overview of CI/CD pipeline with Azure devops
Speaker:
Lyndsey Byblow, Test Suite Sales Engineer @ UiPath, Inc.
Alt. GDG Cloud Southlake #33: Boule & Rebala: Effective AppSec in SDLC using ...James Anderson
Effective Application Security in Software Delivery lifecycle using Deployment Firewall and DBOM
The modern software delivery process (or the CI/CD process) includes many tools, distributed teams, open-source code, and cloud platforms. Constant focus on speed to release software to market, along with the traditional slow and manual security checks has caused gaps in continuous security as an important piece in the software supply chain. Today organizations feel more susceptible to external and internal cyber threats due to the vast attack surface in their applications supply chain and the lack of end-to-end governance and risk management.
The software team must secure its software delivery process to avoid vulnerability and security breaches. This needs to be achieved with existing tool chains and without extensive rework of the delivery processes. This talk will present strategies and techniques for providing visibility into the true risk of the existing vulnerabilities, preventing the introduction of security issues in the software, resolving vulnerabilities in production environments quickly, and capturing the deployment bill of materials (DBOM).
Speakers:
Bob Boule
Robert Boule is a technology enthusiast with PASSION for technology and making things work along with a knack for helping others understand how things work. He comes with around 20 years of solution engineering experience in application security, software continuous delivery, and SaaS platforms. He is known for his dynamic presentations in CI/CD and application security integrated in software delivery lifecycle.
Gopinath Rebala
Gopinath Rebala is the CTO of OpsMx, where he has overall responsibility for the machine learning and data processing architectures for Secure Software Delivery. Gopi also has a strong connection with our customers, leading design and architecture for strategic implementations. Gopi is a frequent speaker and well-known leader in continuous delivery and integrating security into software delivery.
Pushing the limits of ePRTC: 100ns holdover for 100 daysAdtran
At WSTS 2024, Alon Stern explored the topic of parametric holdover and explained how recent research findings can be implemented in real-world PNT networks to achieve 100 nanoseconds of accuracy for up to 100 days.
UiPath Test Automation using UiPath Test Suite series, part 6DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 6. In this session, we will cover Test Automation with generative AI and Open AI.
UiPath Test Automation with generative AI and Open AI webinar offers an in-depth exploration of leveraging cutting-edge technologies for test automation within the UiPath platform. Attendees will delve into the integration of generative AI, a test automation solution, with Open AI advanced natural language processing capabilities.
Throughout the session, participants will discover how this synergy empowers testers to automate repetitive tasks, enhance testing accuracy, and expedite the software testing life cycle. Topics covered include the seamless integration process, practical use cases, and the benefits of harnessing AI-driven automation for UiPath testing initiatives. By attending this webinar, testers, and automation professionals can gain valuable insights into harnessing the power of AI to optimize their test automation workflows within the UiPath ecosystem, ultimately driving efficiency and quality in software development processes.
What will you get from this session?
1. Insights into integrating generative AI.
2. Understanding how this integration enhances test automation within the UiPath platform
3. Practical demonstrations
4. Exploration of real-world use cases illustrating the benefits of AI-driven test automation for UiPath
Topics covered:
What is generative AI
Test Automation with generative AI and Open AI.
UiPath integration with generative AI
Speaker:
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
2. Page 1Classification: Restricted
Agenda
• Problem Description
• Stakeholder Management
• Identify your Stakeholders
• Analyze your Stakeholders
• Prioritize your Stakeholders
• Engaging your Stakeholders
• Managing Expectations
3. Page 2Classification: Restricted
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.
4. Page 3Classification: Restricted
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
7. Page 6Classification: Restricted
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.
9. Page 8Classification: Restricted
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.
11. Page 10Classification: Restricted
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
12. Page 11Classification: Restricted
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
13. Page 12Classification: Restricted
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
14. Page 13Classification: Restricted
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
16. Page 15Classification: Restricted
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
17. Page 16Classification: Restricted
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
18. Page 17Classification: Restricted
The process
Identify
Stakeholders
Analyse
Stakeholders
Prioritize
Stakeholders
Engage
Stakeholders
Communicate
Often
Act on
expectations
Review
expectations
Reject
expectations
22. Page 21Classification: Restricted
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!
24. Page 23Classification: Restricted
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
26. Page 25Classification: Restricted
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
27. Page 26Classification: Restricted
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
28. Page 27Classification: Restricted
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
29. Page 28Classification: Restricted
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
30. Page 29Classification: Restricted
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
31. Page 30Classification: Restricted
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”
33. Page 32Classification: Restricted
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
34. Page 33Classification: Restricted
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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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?”
43. Page 42Classification: Restricted
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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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