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Tactics and Technologies
for Stakeholder
Engagement
With Keith Ellis
CEO, SpokenSage
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Note: PMI PDU and IIBA CDU submission details are provided on the last slide.
mailto:[email protected]:[email protected]7/27/2019 Tactics and Technologies for Stakeholder Engagement
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What are we going to talk about?
Engagement does not happen by chance
What should you communicate?
What Questions
What Technologies
What works?
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About Enfocus Solutions
Business Analysis and Requirements Management
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About Keith Ellis
Author of The Business Analysis Benchmark
Example projects Ive lead:
o Modernization of UI Tax and Benefit Systems:
4 states simultaneously needing over 100 business and 50
technical stakeholders to create a DOL standard
o Implementing Centers of Excellence
o Mentoring analyst leadership
Built and sold a requirements definition and
management (RDM) company
Something in excess of 60,000 people havelistened to my webinars on aspects of RDM
Msc in Computer Science from Lancaster
University as a result of research in RDM
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Learning Objectives
What tactics can be used to gainstakeholder interest and open them toengagement?
How do you improve the dynamics of
the relationship through enhancedcommunication and shared practices
What key questions are essential forthe analyst to ask?
What technologies can be used tosupport stakeholder collaboration
In PMBOK
5.1 Collect requirements
5.2 Define Scope5.5 Control Scope
10.3 Distribute Information
10.4 Manage Stakeholder
Expectations
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QUESTION:
What is the difference between
Stakeholder Communication and
Stakeholder Engagement
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Communication versus Stakeholder Engagement
Stakeholder engagement is:
Enabled
Planned
Measured
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Stakeholders want (golden rules):
A sayin decisions that could affect their lives.
Apromise that the stakeholders contribution will
influence the decision.
Seek outandfacilitate the involvement of thosepotentially affected.
Input on how they participate.
Information they need to participate in a meaningful way. Communicate how their input affectedthe decision.
Adapted from Core Values for the Practice of Public Participation by
the International Association for Public Participation
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Stakeholder Engagement Tactics: For Planning
For Measuring Engagement
For Enabling Engagement
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Stakeholder Engagement is Planned
When you think StakeholderEngagement, most peoplethink:
o Getting requirements
Plan your cycle of engagement:
o Vision and problemdefinition
o Ideation to feature
o Feature to requirementso Requirements to value
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Broaden the Perspective on the
Stakeholders to Engage
There is a tendency to focus on and engage stakeholders thatare already engaged or interested:
o Keep Satisfied: Low interest stakeholders withhigh organizational power.
o Keep Informed: Higher impacted stakeholderswith lower organizational power.
o Keep Monitoring: General SMEs and contributors,while always watching for related projects.
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Stakeholder Engagement is Measured
The level of stakeholder engagement is a tangible thing: Stakeholder satisfaction (or complaints)
Number of stakeholder comments received
Stakeholder lifecycle participation
Number of participating stakeholders
Stakeholder attendance percentage
Number of needs identified by stakeholders
RetrospectivesGather
StatisticsSurveys
Task
Participation
Learning
Participation
Some Example Techniques
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Stakeholder Engagement is Enabled
Embed training into your plan Keep coming back to a you are here graphic to
visualize context and focus
Have stakeholders describe needs or scenarios intheir own words
Be clear that stakeholders mustprioritize
Providing tooling for project transparency,
collaboration, and to see how their participationtranslated into action
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Tooling Provides Engagement
Advantages
Common repository
Dashboards
Task lists Voting
Recording needs and
scenarios
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Improving Relationship Dynamics
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Practices to Remember
Stakeholders often have NO contextfor your content:
o Keep this in mind when communicating ALWAYS
communicate project and personal context (WIIFM) in
every message
Engagement and pushback are often the same thing:o People that are passively engaged are academically
interestedin what you say.
o People that are actively engaged are operationalizing
what you say.
Make your VALUE in the process clear.
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How Business Analysts Deliver Value
Copyright 2013 Enfocus Solutions Inc. All Rights Reserved.
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What questions are essential for the
analyst to ask?
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Early in the Project lifecycle
Look for the governance (compliance, legal, management) or
financial stakeholder involvement:o When scheduling an appointment in this clinical care system, are there conditions
under which compliance, legal or management need to be informed?
Look for the ways other staff groups augment a process:
o I see that marketing is involved in setting pricing for promotions, are there otherthings that marketing needs to do for sales or operations as it relates to this
catalogue system?
Look for the power base:o Weve seen four types of benefits: reducing staff time, delivering higher data
quality, increasing conversion speed, decreasing conversion cost: Who would owneach of those benefits? Why is that outcome a good thing for them?
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Mid-cycle:
Prioritization and Quick Wins
Get people thinking about development as a balance between met and unmetneeds:o What needs are met by these requirements? Whats unmet and can we live with that?
People overlook the simple questions that absolutely make a project:o What are our quick wins?
People overlook asking about risk and removing barriers:o What would prevent us from achieving the business outcome?
When people ask about prioritization, they often prioritize the wrong thing.
o Prioritize at the feature level, not requirements
L S M i i VALUE
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Late Stage: Maximize VALUE
(but minimize productivity drop)
ASK EARLY AND OFTEN: Solution assessment and validation:o Does the solution address the requirements we defined?- How am I going to make that decision? Where am I going to have
stakeholders involved?- Structured walkthrough- Evaluate solution against benchmarko Is this solution delivering against what was expected.
Value realization:o What else can be done to deliver more value to the business
Setting transition requirement details
get stakeholder input:o Training, data conversion, user set-up, deployment, production
management, etc.o How do we minimize distraction to the business in this transition?
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Technologies for Stakeholder Collaboration
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Basic Stakeholder NeedsTechnology is the enabler It has to support the
stakeholder engagement process
Contribute: Make it easy for me tofind information, contribute, and
track change so Im not intimidated.
Be Informed: Put all the
information on this project in oneplace so Im encouraged to go there.
Provide Oversight: Let me do all my
management of this project in one
place: assign tasks, overview/track,
review/approve, comment/
feedback.
The end-to-end
experience in atechnology has to
be solid
Wh h h l hi k h h
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When you approach technology think through
the end-to-end scenario of what the engaged
stakeholder needs to experience
See only what
relates to me
Get a snapshot of
status
Jump into an
important feature
Im tracking
See the
drafted
requirements
Add a comment or
vote
See delivery status onsomething else thats
important to me
Check out a
project impact
to my role
Get on
with my
day
Golden r les for stakeholder
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Golden rules for stakeholder
collaboration technology
Stakeholders have NEEDS and they have business
scenarios which exist for their businesso Stay away from forcing them to define their own
requirements.
Stakeholders do not like being asked to do highlycomplex tasks which have little immediate payback.
o Stay away from forcing them to do their own modelling.
Stakeholders LIKE to participate if its easy and
productive
o Remember how we defined productive?
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Stakeholders want (golden rules):
A sayin decisions that could affect their lives.
Apromise that the stakeholders contribution will
influence the decision.
Seek outandfacilitate the involvement of thosepotentially affected.
Input on how they participate.
Information they need to participate in a meaningful way.
Communicate how their input affectedthe decision.
Adapted from Core Values for the Practice of Public Participation by the
International Association for Public Participation
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Learning Objectives
What tactics can be used to gain
stakeholder interest and open them toengagement?
How do you improve the dynamics ofthe relationship through enhanced
communication and shared practices
What key questions are essential forthe analyst to ask?
What technologies can be used tosupport stakeholder collaboration
In PMBOK
5.1 Collect requirements
5.2 Define Scope
5.5 Control Scope
10.3 Distribute Information
10.4 Manage Stakeholder
Expectations
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Wrap Up and A Word From Our Sponsor
Call for tools for business analysis and
requirements management, and,
the RequirementCoach community
www.enfocussolutions.com
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Discussion
Reaching Keith (slides):
416-816-5982
Andrea Palten
To claim your PDU Credits, please visit: http://www.pmi.orgPDU Credits: 1 Credit (Category A)
Provider ID: 1811 (Diversified Business Communications)
Title: Tactics and Technologies for Stakeholder Engagement
Program IDWID00094
Notice from IIBA: The content of the course is aligned with the BABOK
CDU Credits: 1 CDU towards CBAP recertification.
EEP ID: E57363
http://www.pmi.org/http://www.pmi.org/