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UTD 2013 Project Management Symposium
1. A&I™
Knocking the Stupid Out of
Stakeholder Management:
An Agile & Integrated™ Approach presentation!
For the UTD Project
Management
Symposium
August 2013
Authored by Darrel Raynor, PMP, MBA
Managing Director, Data Analysis & Results, Inc.
www.DataAnalysis.com
DARaynor@DataAnalysis.com
23. Document Best Practices
• Reduce
Duplication
I
A&I™ - Building Senior Leaders!
• WEDIAKPO2! TM
• Create All Documents
at start of project
• No Versions*
• No Meeting Minutes
• No Email w/Content
• No Email Attachments
• Traceability
• Create Documents at
start of project
30. A&I™
About Us
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Agile & Integrated™ Project Management
and
Agile & Integrated™ Business Analysis
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32. A&I™
A&I Courses & Support
A&I™ Information on www.DataAnalysis.com
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512-968-0770 DARaynor@DataAnalysis.com
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Author of the forthcoming book,
"Agile & Integrated Project Management™
- Knocking the Stupid out of Project Management"
Agile & Integrated Project Management, A&I PM are trademarks of Data Analysis & Results, Inc.
PMI, PMP, CAPM, PMBOK Guide, are registered marks of the Project Management Institute, Inc.
Here is just a sample from our consulting practice of myriad stakeholders for a large project.How would this differ for you?The tool, not that it matter much, was SaaS, free, and useful: http://bubble.us
DefinitionsStakeholder Management Plan includes the processes required to identify the people, groups, or organizations that could impact or be impacted by the project, to analyze stakeholder expectations and their impact on the project, and to develop appropriate management strategies for effectively engaging stakeholders in project decisions and execution.While that is quite a mouthful, it does cover the topic!
This plan, like most of the others possibly with the exception of cost and procurement, has great value in the thinking about and coming to agreement on the content, not in the document itself.DefinitionsThe Stakeholder Management Plan is a subsidiary plan of the project management plan that defines the processes, procedures, tools, and techniques to effectively engage stakeholders in project decisions and execution based on the analysis of their needs, interest, and potential impact.
On any project, knowing what each role is responsible for is a critical success factor.It is especially key to define roles early, to keep schedule slip and wasted time from happening. We have seen projects flounder quite a while before their relatively undefined roles gelled into useful areas of responsibility.While the above may not fit your methodology or culture, you have some specific roles to fill on every project. The more specific the better you will be able to guide your planning process.You may want to first define deliverables with a role owner, then as the project progresses figure out names to replace generic roles.The most important roles for your efforts will likely be BA, Sponsor, Project Manager, and Domain SME. Concentrate on those first, then work out the others as needed.Stakeholder Analysis frequently can unearth a large amount of potential stakeholders. You may have to either cull your list down or arrange for delegate relationships to keep your document, email, and meeting lists manageable. The larger the organization, the more implicit stakeholders you will have, such as Communications, Information Technology (multiple!), Marketing, Compliance, Audit, Certifications, and more.
Here are the Elements and Techniques in the BABOK® Guidefor this activity.We will discuss one or two Elements at the discretion of the instructor and of course with any questions or interest from you!We cover each Technique where it first occurs in the course. The listed Techniques in each section are not meant to be directive, rather suggestive, as you may consider these and of course any other Technique that adds value during your project.Definitions (Source BABOK® Guide v2.0):Identification - Understanding who the stakeholders are and the impact of proposed changes on them is vital to understanding what needs, wants, and expectations must be satisfied by a solution. Complexity of Group - The complexity of interactions with a stakeholder group may be affected by factors such as:Number and variety of direct end usersNumber of interfacing business processes and automated systems Attitude and Influence - Assess stakeholder attitudes toward and influence over the initiative.
Here are the Elements and Techniques in the BABOK® Guidefor this activity.We will discuss one or two Elements at the discretion of the instructor and of course with any questions or interest from you!We cover each Technique where it first occurs in the course. The listed Techniques in each section are not meant to be directive, rather suggestive, as you may consider these and of course any other Technique that adds value during your project.Definitions (Source BABOK® Guide v2.0):Identification - Understanding who the stakeholders are and the impact of proposed changes on them is vital to understanding what needs, wants, and expectations must be satisfied by a solution. Complexity of Group - The complexity of interactions with a stakeholder group may be affected by factors such as:Number and variety of direct end usersNumber of interfacing business processes and automated systems Attitude and Influence - Assess stakeholder attitudes toward and influence over the initiative.
Here we have another instance of the concept of WEDIAKPO2!...Always try to reduce duplication of information wherever you can…If you are not using a Schedule, then consider using a spreadsheet or other list-based document such as a SharePoint log, to record all the information you will find helpful about your Stakeholders. Here is a partial list:Stakeholder ListContact ListRACI Matrix for Responsible, Accountable, Consult, Inform (or a simpler RAP for Responsible, Approve, Consult).Relationship Management Plan.If you are using a Schedule, Microsoft Project or any other client, server, or cloud platform, you will have to input resources there anyway, so why not just expand that view a bit and have all your Stakeholder information in one place?
This style of slide represents DA&R A&I Best Practices techniques that we add to the traditional BA best practices. These are in use at a variety of commercial, government, and non-profit organizations around the world. These will be addressed in detail and in practice in the BA Best Practices course. Ask your instructor if you would like to know more about that.Let’s talk about BA document use in your organization…Are you content with the way your documents are created, modified, baselined, stored, and labeled?How are we going to handle all these? The answer, of course, is to WEDIAKPO!TMWrite Everything Down In A Known Place Once! Including your BA processes.For instance, one of many possible time and hassle saving best practices is to declare where you will record your questions, assumptions, answer, and validations. Possibilities includeCreate a separate Question File or Question Log that serves as a single repository of questions and answersPut discussion/comments inline in each of your requirements and other documentsPut discussion/comments at end of your requirements and other documents