Tactics and Technologies for Stakeholder Engagement

7/27/2019 Tactics and Technologies for Stakeholder Engagement

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Tactics and Technologies

for Stakeholder

Engagement

With Keith Ellis

CEO, SpokenSage

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mailto:[email protected]:[email protected]


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1

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):

[email protected]

416-816-5982

Andrea Palten

[email protected]

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/

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Tactics and Technologies for Stakeholder Engagement