Agile Stakeholder Management Training @ HP


A moment from the training at HP – great audience, some screen issues, and a topic to build on

Mid July 2014 I hosted an introductory training on the topic of Stakeholder Management in Agile Environment for Hewlett-Packard Young Employee Network (YEN).

The training took place in Global Delivery Sofia Center, and was part of a full-day seminar, organized by YEN and Brain Workshop Institute, on the topic of Effective Decision Making.

As part of the seminar, the following topics were touched:

– How to Communicate a Decision to Your Public?

– What Matters the Most: How You Take Decisions or How You Present Them?

– Decision Making on a Strategic Level.

– Decision Making Beyond Manuals – Harvesting Group, Organizational & Community Knowledge.

– Internal & External Analysis or How to Identify All the Relevant Stakeholders at Hand.

This short article is not about the training itself, which went perfectly, except for that multimedia issue, which did allow us to go through the extensive slide material, but in a way this also positively impacted the event. We went back to basics, in order to fully comprehend the key concepts behind stakeholder management and its implementation in everyday situations and projects, in order to enable us, and help us, be effective in decision-making. We did some theoretic and global practice review, but eventually focused on group work and concentrated on unveiling each participant’s individual ideas and understandings on the subject, to come to a common ground, that’s needed for deeper discussions and further training.

The article, on the other hand, is about emphasizing the great importance professional stakeholder analysis and stakeholder management principles have in corporate environments where agile methodology is deployed as an alternative for traditional project management. The Agile approaches, typically used in software development, primary help businesses to respond efficiently to unpredictability, the same with stakeholder management itself.

Scrum, for example, the most popular way of introducing agility, emphasizes on empirical feedback and team self-management. For this to happen, a specific set of analytical skills and mindset is needed, not overlly extensive policies and procedures. Otherwise, the key scrum stakeholders – the product owner, the teams, and the scrum master, risk to fall into self-sufficiency, the exact same thing, that the Agile Manifesto is opposed to.

What is also true is that modern day project management has a lot to learn from agile methodology and the teams and businesses, primary in the area of software development, that implement it, in order to improve on some of the key project management shortcomings. Understanding the ever-greater importance collaboration, continuous interaction, response to change and development have, recently the PMP community introduced Stakeholder Management as a key, unique knowledge area, equal to all the rest in PMBOK 5th. edition, that i mentioned here.

In conclusion, a lot more is to be spoken and written on the topic, and I myself, am eager to participate in such professional discussions and collaborations. Here is the place I will continue to share information on the subject, and would be happy to accept your feedback at any time.