BUSINESS ANALYSIS

FOUNDATION COURSE

STAKEHOLDER MANAGEMENT
ABOUT ME
Markiyan Tsimura
• Lead Business Analyst at SoftServe
• 6 years as a BA in Service Management, Information
Security, Processes Automation
• 9 years of experience in IT
• Certifications: CBAP, ITIL
• Lecturer, mentor
AGENDA

01 Who are stakeholders?

02 Stakeholder analysis (+techniques)

03 Stakeholder engagement (+artifacts)
04 Pitfalls, challenges, flow
01
WHO ARE
STAKEHOLDERS?
NOT THIS ONE…
STAKEHOLDERS
A stakeholder is basically anyone who
is affected by or who can affect the
project/product.
Stakeholders are anyone working on
the project, controlling it, approving it,
paying for it, assisting it, or using its
results.
STAKEHOLDER CATEGORIES
Stakeholder categories depending on diverse criteria:
- internal (belonging to the same organization as a
marketing team or the C-suite) or external (outside of
the organization like third-party data providers or
consultants);
- those who can affect product development (e.g.,
investors) or those who are affected by the product
(e.g., end customers);
- individuals (e.g., a product manager), companies
(e.g., competitors, governments), or groups (e.g., team
members, industry influencers).
STAKEHOLDERS PER ROLE
BABOK categorization:
• Customer
• End User
• Sponsor
• Domain Subject Matter Expert
• Implementation Subject Matter Expert
• Project Manager
• Business Analyst
• Operational Support
• Tester
• Regulator
• Supplier
In most cases there will be multiple stakeholder roles
found within each category.
02
STAKEHOLDERS
ANALYSIS
WHY IS IT IMPORTANT TO ANALYZE
STAKEHOLDERS?
Goals:
• to identify and align all stakeholders;
• to define the needs and expectations of each stakeholder;
• to assess the impact of various stakeholders on your project;
• to categorize stakeholders into groups for further
management activities.
Enabling:
• communication with various stakeholder groups depending
on their position, interests, and impact level;
• engagement of stakeholders and gaining their support and
trust;
• addressing stakeholder-related conflicts/issues that can
hinder or otherwise harm the project;
• balancing the interests of different stakeholders.
HOW TO IDENTIFY STAKEHOLDERS?

• Brainstorming with your team (and AI😊);

• Mapping stakeholders to categories (E.g., Onion diagram);
• Analyzing processes, business flows, use cases;
• Reviewing organizational chart;
• Asking other departments who their stakeholders are;
• Checking historical data from previous projects;
• Exploring the market and competing companies for similar
project;
[PRACTICE] – IDENTIFY
STAKEHOLDERS
Scenario:
You are working as a Business Analyst for an Development Lead IT Team
Enterprise company that is planning to
implement an AI assistant for internal requests
for information (E.g., How to report a day off? Employees C-level
What educational programs are available for my
position? What’s my insurance plan? Where to Vendor of AI Assistant Competitors
find company presentation template? …)
The AI assistant is intended to streamline HR Security
internal communication and improve access to
information for employees across Data Analyst
Knowledge Managers
departments.
Suport Team Legal
COLLECT INFOMRATION
• What are your expectations for this project?
• What does project success look like to you?
• How does the project's success benefit you?
• What is your desired/ideal level of engagement in the
project?
• What project information would you like to receive?
• Do you have any concerns about the project?
• Are there any stakeholders that you believe are in conflict
with your interests?
the goal is to find out how much power each stakeholder has,
what their interests are, and how exactly they can impact your
project
IDENTIFY STAKEHOLDERS
POWER/INTEREST
HIGH POWER / HIGH INTEREST
BA should focus on this group of stakeholders, as they
are key players in the initiative.

HIGH POWER / LOW INTEREST

BA should meet the needs of this group, engage and
consult them, and try to increase their level of interest.

LOW POWER / HIGH INTEREST

BA should engage this group and show his/her interest
in their needs

LOW POWER / LOW INTEREST

This group of stakeholders should be informed about
the ongoing initiative.
[PRACTICE] INFLUENCE/INTEREST
Scenario: implementing feature ’deposit accounts management’ in the mobile
banking app
CEO of the Poli Bank

Regulatory Authorities
Legal Advisors

Data Security Experts Sales Team

App Store, Playmarket

Mobile App Developers

Helpdesk, Support Existing Users

STAKEHOLDER MATRIX
It is critical to produce a thorough list of stakeholders, as this list is necessary for both stakeholder analysis and for planning of
elicitation, collaboration, and communication activities.
Overlooking an important stakeholder, or a group of stakeholders, leads to the risk of missing requirements.
ROLES AND RESPONSIBILITIES
CLARIFICATION
RACI matrix helps clarify the roles and
responsibilities of various team members and
other stakeholders too

R - RESPONSIBLE
assigned to execute the task
A - ACCOUNTABLE
makes the final decision and has the ultimate
ownership (no more than one stakeholder)
C – CONSULTANT
must be consulted before decision or action is
taken
I - INFORMED
must be informed that decision or action has
been take
RACI EXAMPLE
Having a RACI in place is useful throughout
the lifecycle of a project.
Rather than every single person is involved in
every single decision, we can streamline
communication, involve the right people at the
right time,
which can speed up sign-offs and decision making.

*Table uses these definitions:

BA- Business analyst,
PM- Project Manager,
SM - Scrum Master,
DL - Development Lead,
SE - Developer,
QCL - Test Lead,
QC - Tester,
SA - Solution Architect.
03
STAKEHOLDERS
ENGAGEMENT
BUILD COMMUNICATION PLAN
Roles Purpose
Describes requirements communication management in the team, when
Schedule and how the business analyst will work with stakeholders, and which
collaboration tools will be used.
Events Benefits
• Assures that all necessary communication would take place with booked
Process Flow time slots.
• Builds communication expectations for tools, time required, and team
Working Hours distribution.
• Helps to establish controllable change management.
Escalation

Information Distribution
SCHEDULE AND WORKING HOURS
EXAMPLE
EVENTS AND INFORMATION
DISTRIBUTION EXAMPLE
PROCESS FLOW AND ESCALATION
EXAMPLE
04
PITFALLS,
CHALLENGES,
FLOW
COMMON STAKEHOLDER ANALYSIS
PITFALLS
• Being late with stakeholders analysis
• Not including important stakeholders in the list
• Misinterpreting stakeholder needs or motivations
• Conducting stakeholder analysis only once
STAKEHOLDER MANAGEMENT
CHALLENGES

• Should be done continuously

• Assessment might be subjective
• Not all stakeholders’ interests can be met at the same time
• Focus on most important stakeholders
• Balance and reconcile all interest according to importance
and urgency
• Align communication flows
SUMMARY

Identify Assess Impact Plan Engage Manage

Communication Stakeholders expectations
 x

BUILD TRUST AND BE TRANSPARENT

BUILD TRUST AND BE TRANSPARENT
x
Q&A
THANK
YOU!