The stakeholder analysis
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The Stakeholder Analysis. Who cares about this system I’m developing and how do I make sure they: Support the work, don’t cut the funding, don’t demand the funding be cut, don’t take the funding, and want to hire us again?. Stakeholder Analysis. Who When Why How. Who?.

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The Stakeholder Analysis

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The stakeholder analysis

The Stakeholder Analysis

Who cares about this system I’m developing and how do I make sure they:

Support the work,

don’t cut the funding,

don’t demand the funding be cut,

don’t take the funding, and

want to hire us again?


Stakeholder analysis

Stakeholder Analysis

  • Who

  • When

  • Why

  • How


The stakeholder analysis

Who?

  • Who’s paying you?

  • Who do they answer to?

  • Who are their critics and competitors?

  • Who wants the opportunity they’re giving you?

  • Who will use what you’re designing?

  • Who will be affected by what you design?

  • Who will be affected by the physical, cultural, procedural, etc. by-products of what you design?


The stakeholder analysis

Who?

  • Client/Program manager

  • Client’s funding source

  • Down-stream benefactors

  • Competitors

  • Users

  • Users’ co-workers, neighbors, technology vendors, etc.

  • Your company/organization

  • Your partners

  • Your team/teammates


The stakeholder analysis

When?

All the time.

  • Myth: System development is a linear process—e.g., analyzedesignbuildtest.


The stakeholder analysis

Why?

  • Client/Program manager

  • Client’s funding source

  • Down-stream benefactors

  • Competitors

  • Users

  • Users’ co-workers, neighbors, technology vendors, etc.

  • Your company/organization

  • Your partners

  • Your team/teammates

Fosters Systems Thinking!

Allows you to adapt your design to the broader environment.


Why what happens if it s not done

Why? What happens if it’s not done?

  • Assuming the Customer Knows What He/She Wants

  • Assuming the Client Doesn’t Know

    • “Client doesn’t know what he/she wants”

    • “Users don’t know what they want”

  • User Rebellion

  • Team Rebellion

  • The Sergeant’s Second Job

  • The New PM

  • Power Struggles and Agenda

  • Six Months of Doing the Wrong Thing


A balancing act

A Balancing Act

Users

  • Your company’s:

  • Profit

  • Legal Dept.

  • Growth priorities

  • Partner organizations

  • Regulators

  • Competitors

  • Your team/teammates

  • Down-stream users

  • Client


The stakeholder analysis

How?

  • Client/Program manager

  • Client’s funding source

  • Down-stream benefactors

  • Competitors

  • Users

  • Users’ co-workers, neighbors, technology vendors, etc.

  • Your company/organization

  • Your partners

  • Your team/teammates

Communi-cation,

Feedback& Adaptation

Risk

Management


The stakeholder analysis

How?


The stakeholder analysis

How?

  • Semi-structured interviews to identify stakeholders and find out their general interests:

    • Client’s funding source

    • Down-stream benefactors

    • Competitors

    • Users

    • Users’ co-workers, neighbors, technology vendors, etc.

    • Your company/organization

    • Your partners

    • Your team/teammates


The stakeholder analysis

How?

  • Frequent check-ins to obtain feedback

  • “What-if” sessions with stakeholders

    • What if we don’t add X to the system? How will that affect you?

      • Best if grounded in specific scenarios (Scenario-based what-iffing)

  • Human factors methods for obtaining effective feedback from users

    • Verbal protocol analysis

    • Observation

    • Behavioral checklists, etc.


The stakeholder analysis is not a static thing it s never complete

The stakeholder analysis is not a static thing. It’s never complete.

  • Stakeholders may not be able to tell you they like or don’t like your product until you’re halfway done.

  • Complex information is not easily verbalized.

    • Complex political landscape

    • Complex technological needs

    • Complex culture


The stakeholder analysis

How?

  • Develop a plan for detecting and responding to changes in stakeholder position and influence.


The stakeholder analysis is not a static thing it s never complete1

The stakeholder analysis is not a static thing. It’s never complete.


The stakeholder analysis

How?

There is no one right way. Look around for ideas.

Your Thesis Advisors

Prez

Chair

SMEs

You Guys

FAA Comp.

http://www.projectshrink.com/stakeholder-adventure-maps-drawing-smileys-and-walls-3560.html


Eyeport stakeholder interest areas

EyePort: Stakeholder Interest Areas


Eyeport stakeholder participation across lifecycle stages

EyePort: Stakeholder Participation Across Lifecycle Stages


Your turn blackboard

Your Turn: Blackboard

Stakeholders:

How to proceed with each?


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