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How to manage your Stakeholders, mainly internally when you're a Product Manager working in a medium to large organization. Tips on how to be efficient and recognized within your organization.
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Jean-‐Yves SIMON 16 May 2013 @jysim0n h:p://fr.linkedin.com/in/jysim0n
Stakeholder Management for Product Managers
POP QUIZ
The term “stakeholder” refers to:
A. The people chasing vampires in Twilight B. The ones eaOng steaks with their hands at Buffalo
grill C. Those who have the interest and influence to
impact your product D. All of the above
POP QUIZ
The term “stakeholder” refers to:
A. The people chasing vampires in Twilight B. The ones eaOng steaks with their hands at Buffalo
grill C. Those who have the interest and influence to
impact your product D. All of the above
STAKEHOLDER DEFINED
stake·∙hold·∙er /ˈstākˌhōldər/ A person or group who has an interest in a project and who can be affected by the results of it, i.e. a project in which they have a stake.
The main test of whether a person is a stakeholder is whether or not they have veto power, or can otherwise prevent your product from launching.
WHY IS STAKEHOLDER MANAGEMENT DIFFICULT?
PoliOcs ConflicOng objecOves ConflicOng prioriOes Unshared vision
Human communicaOon
PRODUCT MANAGER RESPONSIBILITIES
DNA Product Manager
Stakeholder mgmt HAS to be part of the
PRODUCT MANAGER RESPONSIBILITIES
⚈ Iden;fy who are the stakeholders, ⚈ Establish trust and communicaOon with your
stakeholders ⚈ Engage with stakeholders conOnuously ⚈ Adapt your speech to your stakeholder ⚈ Understand the consideraOons and constraints of the
various stakeholders ⚈ Bring stakeholder’s knowledge into the Feature team ⚈ Share very openly what you learned in the discovery
phases to the stakeholders
PRODUCT MANAGER RESPONSIBILITIES
If the stakeholder does not have trust that you are going to solve their concerns, then they will
either escalate or they will try to control.
IDENTIFY YOUR STAKEHOLDERS
WHO CAN STAKEHOLDERS TYPICALLY BE?
Product Manager Your
boss
The Execu;ve team
CEO/Founder, leaders of
markeOng, sales, and technology
(CTO),
Sales Align the product and
the business
Finance To make sure the product fits
within the financial parameters and model of the
company,
Legal To make sure that what you propose is
defensible,
Opera;ons/Support
To make sure what you propose is scalable, deployable and
maintainable
Customers Partners
Internal
External
Analysts
ALSO CONSIDER THOSE WHO HAVE…
⚈ The ability to impact your product ⚈ The ability to enhance your project ⚈ The ability to slow down your projects (e.g., teams or
groups you depend on) ⚈ The ability to remove impediments ⚈ The ability to lead opinions ⚈ The ability to facilitate the change resulOng from your
project ⚈ The ability to provide “a voice of reason”
THE STAKEHOLDER MAP
Keep Informed Monitor
Keep Sa;sfied Ac;vely Engage
Interest / Availability Low High
Influ
ence
Low
High
Source: The Stakeholder Management framework for teams, programs and pornolios, Scaled Agile, Inc, 2012
EXAMPLE PRODUCT INFLUENCERS
Product Managers, Voice of Customers
C-‐Level, VP
Professional Services Support
Product MarkeOng, MarkeOng
Channel & Strategic Alliances
AcquisiOons
Vision, BoD
APIs, bug fixes, back-‐office, provisioning tools
PrioriOze tools and performance
Integrate partner soluOons
Customer feedback, compeOtors ideas
Surveys, trade shows, analysts, compeOtors
Planorm Engineering & Deliverability
Integrate
ENGAGING WITH YOUR STAKEHOLDERS
SOME TECHNIQUES
⚈ Review the product strategy ⚈ Update since the last product council (what have we
done since then) ⚈ What are we currently working on? ⚈ What is ahead of us? ⚈ Review product roadmap ⚈ PresentaOon of any conflicOng
prioriOes ⚈ Final decision on prioriOzaOon ⚈ Review Product Scorecard
1. ORGANIZE A PRODUCT COUNCIL
Quarterly MeeOngs, can be monthly Chaired by Head of Product
2. LEVERAGE INNOVATION GAMES©
Use InnovaOon games in Workshops, product councils, steering commi:ees. Makes it fun and engaging and ensures there is a deliverable at the end of the session.
INNOVATION GAMES©: PRUNE THE PRODUCT TREE + MOVIE POSTER
PRUNE THE PRODUCT TREE For Roadmap definiOon
(STORY of CEO showing it to investors)
THE MOVIE POSTER For priorizing features
INNOVATION GAME©: BUY A FEATURE
⚈ Buy a feature ➩ 24 cards (features) ➩ Each feature has a price from 15 to 130 credits ➩ Each parOcipant is given 100 credits
⚈ ObjecOve ➩ Define Minimum Viable Product ➩ Roadmap prioriOzaOon
INNOVATION GAME©: THE SAIL BOAT
⚈ Speed boat ➩ Reach the
island ➩ Anchors slow
you down ➩ Wind helps
you go faster ⚈ ObjecOve ➩ Engage a team
to reach a target
➩ IdenOfy impediments that can slow the team down
INNIVATION GAME: STAKEHOLDER ANALYSIS
Objec;ve: Be in the shoes of your Stakeholders. Describes the degree to which a stakeholder will be affected by the project.
INNOVATION GAME©: CONTEXT MAP + WHOLE PRODUCT
Objec;ve: Define a Minimum Viable Product (Story of parOcipaOon of the CEO)
3. AVOID PRODUCT MANAGER'S OPINION VS. STAKEHOLDER'S OPINION
• Know your customers and give real use cases, that’ll change the conversaOon
• Move the discussion from opinions to data and facts
Data beats opinion - Google “
4. LEARN TO SAY NO: LEAVE THE FIREFIGHTING TO PROFESSIONALS
• The PM job is to be strategic, not be in Sales or Product support
• For Ome management, PMs have to choose their ba:le
5. CREATE & PUBLISH A ROADMAP
• Agile does not prevent you from creaOng a Roadmap
• Publish your Roadmap internally • Review your Roadmap to stakeholder at least quarterly
• Create a public and shareable “themed” Roadmap to remove the recurrent quesOons from your daily job
6. ROADMAP TRADE OFFS
• You can’t do everything, you have to prioriOze, even CEO “shower Ideas”
• Every new feature request pushes a Roadmap feature out. LIFO
7. MEASURE YOUR PROGRESS AND SUCCESS
Measure and Report to Stakeholders your: • Key Performance Indicators • Product adopOon & Usage metrics • ROI • Your Scorecard
“What gets measured gets done”
Priority Objec;ve Indicator Target Status beginning of
quarter
Status now Achieved?
1 Increase product line revenue by 50%
Revenue (in €) 5M€ 2M€ 2.5M€
2 Increase Customer saOsfacOon
# of reference customers
3 4 5
3 End Of Life Product X Product availability
DD/MM/YY
On-‐track Delayed
4 Ensure product compeOOveness and
quality
# of beta customers
30 0 10
5 Reduce applicaOon on-‐boarding Ome
Time spent on setup
48h 5d 2h
EXAMPLE PRODUCT SCORECARD
• Product Manager: XXXX • Scrum Master: XXXX • UX: XXXX • QA: XXXX
• Developer: XXXX • Developer: XXXX • Developer: XXXX • Developer: XXXX
Product Team: N persons full-‐Ome
done in-‐progress not done Legend
8. PLANT SEEDS TO INFUSE YOUR IDEAS
“Work with stakeholders unOl they know the story so well they are constantly telling and retelling it themselves.”
-‐ Dane Howard, eBay
9. USE IDEATION TOOLS
• Allow stakeholders add and vote for Ideas
• Tools: Salesforce Ideas, get SaOsfacOon, UserVoice
• Publish the Idea lifecycle to ensure anyone can contribute and it’s not another blackhole
10. ORGANIZE YOUR STAKEHOLDERS REQUIREMENT “HARVESTING”
INTERNAL STAKEHOLDERS MARKET
Product Opportunity Backlog
Feedback from? How? Frequency?
Customers/Users • On-‐site visit • Conf call/Webex • Customer reference program
10 visits per quarter per Product Manager
• Salesforce Ideas ConOnuous
Prospects/Buyers
• Sales support • Trade shows
Ad hoc
Partners & ISVs • Sales support • Trade shows
Ad hoc
Analysts • On-‐site visits • Conf call/Webex
Ad hoc
CompeOtors • Webinars, web, trade shows, win/loss analisys
ConOnuous Quarterly compeOtor cards
Feedback from? How? Frequency?
C-‐level/VPs • Informal, Product council
Min. monthly, can be quarterly
Product MarkeOng
• MeeOng, on-‐site or remote
Monthly
MarkeOng Com • PR opportuniOes
Ad hoc
Sales • Sales support • Trade shows
Ad hoc
Pre-‐sales • Product Update WebEx • Informal emails
Monthly
Client services • Client visits • Informal emails
Weekly
Professional Services
• Conf call/Webex
Monthly
Support • WebEx MeeOng Monthly
SUCCESSFUL STAKEHOLDER ENGAGEMENT
⚈ Success = your stakeholders respect you and your contribuOon
⚈ Your Stakeholders trusts: ➩ You understand their concerns and will ensure soluOons work well for them too ➩ You will keep them informed of important decisions or changes ➩ They give you the room to come up with the best soluOons possible
QUESTIONS?
HAPPY? UNHAPPY? IDEAS?
RESOURCES USED
• Stakeholder Management, Marty Cagan, 2013 • Some PracOcal Tools For Stakeholder • The Stakeholder Management Framework, Drew Jemilo, 2012
• Management, Esther Ham, 2011 • Managing Stakeholders expectaOons via Product Council, Gopal Shenoy, 2010
• h:p://innovaOongames.com • h:p://www.gogamestorm.com