Identifying and Engaging Stakeholders
This post consists of two primary sections. In the first, I’ll describe usage of the 2x2 Stakeholder Matrix, a technique that is especially well-suited for identifying stakeholders and choosing a communications strategy based on which category stakeholders fall into. And in the section section, I’ll describe engagement engagement techniques that best fit stakeholders’ needs, based on the category they belong to.
Introducing the 2x2 Stakeholder Matrix
The 2x2 Stakeholder Matrix is a technique that supports:
- Stakeholder Identification. Populate the matrix by mapping out the players for a value stream, product, or feature (set)
- Stakeholder Engagement. Based on which quadrant stakeholders are in, decide on how to engage with the players in each quadrant in a way that is most likely to give them the type and level of information they need
Stakeholder Identification and Grouping
Let’s first take a look at a couple of sample matrices with some values filled in:
- Example 1: Stakeholders arranged based only on relative level of power and interest
- Example 2: Stakeholders/stakeholder groups where internal or external stakeholders are differentiated with a differ text color
Identifying Stakeholder Types and Actions Associated with Those Types
Let’s use the following example as a basis for the descriptions in the remainder of this section:
Stakeholder Categories
In the example above, there are four stakeholder categories. Use the guidelines below when placing stakeholders in each quadrant:
- Promoters — high influence, high interest (upper right quadrant). Promoters are vital for success, and thus active engagement with this group is important to keep them informed. This group often influences others in the organization.
- Observers — high influence, low interest (upper left quadrant). These stakeholders can potentially pose a risk to product/project success. Monitor this group and keep them informed on progress, successes, upcoming goals, impacts and vision. Ideally some or all in this group can eventually be influenced in such a way that they become Promoters.
- Defenders — low influence, high interest (lower right quadrant). Defenders can help you build momentum for the product/project. They are often willing to give you feedback on prototypes and MVP’s. Nurture this group.
- Latents — low influence, low interest (lower left quadrant). Since these stakeholders are potential defenders, keep them in the loop, with an eye toward helping them see “What’s in it for me.” Seek to build excitement among this group.
Stakeholder Engagement
This section illustrates engagement options that are appropriate for stakeholders in each quadrant, as shown in the illustration below. Note that some types of engagement are appropriate for more than one type of stakeholder.
Engagement Approaches for Promoters
The following engagement approaches tend to align well with stakeholders who are Promoters:
- Review Ceremonies. Sprint Reviews and similar recurring events are a good opportunity to showcase the work of the team, demonstrate work finished within a Sprint (or possibly multiple Sprints, for other types of review-centric events), and get timely feedback from stakeholders.
- Steering Committee. An advisory committee made up of high level stakeholders and experts can provide guidance to the team(s) working on the product/project and help address impediments.
- Mid-range Planning Sessions. Big-room planning sessions or similar strategic planning events where Agile teams forecast delivery of stories over a reasonably short time frame (for instance, the next 3–6 Sprints). Such conversations help get input on prioritization and other important topics.
- Roadmap Sessions. Making sure that there are sessions where a strategic roadmap is created or updated helps ensure that there is alignment on strategic vision, short-term and long-term project goals and objectives, and high-level timelines.
Engagement Approaches for Observers
The following engagement approaches tend to align well with stakeholders who are Observers:
- Status Updates. An update that is distributed on a recurring basis, often using more than one form of communication/media. Information that might be included can include project progress, successes, upcoming goals. I recommend to include metrics to show all these.
- Promotion Teaser Emails. A teaser campaign, also known as a pre-launch campaign, is a type of messaging that typically consists of a series of small, attention-getting promotions that may precede a larger campaign for a product launch with the goal of generating interest.
Engagement Approaches for Defenders
The following engagement approaches tend to align well with stakeholders who are Defenders:
- Review Ceremonies. Sprint Reviews and similar recurring events are a good opportunity to showcase the work of the team, demonstrate work finished within a Sprint (or possibly multiple Sprints, for other types of review-centric events), and get timely feedback from stakeholders.
- Story Mapping Sessions. Story mapping is a highly engaging activity where all participants are involved in the process of building the product backlog interactively, often on a wall or a tabletop (or a digital equivalent).
Engagement Approaches for Latents
The following engagement approaches tend to align well with stakeholders who are Latents:
- Promotion Teaser Emails. A teaser campaign, also known as a pre-launch campaign, is a type of messaging that typically consists of a series of small, attention-getting promotions that may precede a larger campaign for a product launch with the goal of generating interest.
- Ad Hoc Q&A Sessions. Reach out to a stakeholder to answer a question you have that only they can answer. Or to get user feedback from another perspective on a MVP or prototype you tested with the defenders.
- Story Mapping Sessions. Story mapping is a highly engaging activity where all participants are involved in the process of building the product backlog interactively, often on a wall or a tabletop (or a digital equivalent).
