Stakeholder Management for Managers (with AI Role Plays)

Identify who stakeholders are in agile projects by examining individuals and interactions, customer collaboration, and responding to change as highlighted by the Agile Manifesto.

Explore the four scrum roles—product owner, team, scrum master, and management—and identify stakeholders outside the block, including internal and external customers.

Differentiate internal stakeholders, such as management and colleagues not directly involved in the project, from external stakeholders like customers, partners, suppliers, investors, and regulators, for effective stakeholder management.

Explore how stakeholder mapping brings structure to stakeholders, learn methods to map them, and practice internally to tailor treatment for each stakeholder while keeping the mapping as an internal document.

Use two stakeholder mapping templates to identify and map relationships across design thinking and agile project management, then decide the main stakeholder and how to treat them in a matrix.

Identify relevant stakeholders by mapping the user, the customer, and project leaders, and show their relationships. Decide the main stakeholder, typically the internal boss, while considering the external customer.

Categorize stakeholders with a combined power/interest grid to identify players, keep-satisfied, crowd, and subjects, then tailor communication and seek feedback based on their influence and interest.

Identify and map stakeholders using the power/interest grid, including the internal project leader, external project leader, users, and other customer staff, then tailor communication and involvement to each role.

Pose targeted questions in early stakeholder meetings to map roles, power, and interests within the project grid and align objectives, KPIs, and goals with company aims.

Improve stakeholder satisfaction by conducting team and stakeholder retrospectives that link continuous improvement to stakeholder concern, invite feedback, and implement measures to better align with needs.

Use the starfish retrospective to collect what works and what doesn't. Then define improvement measures that boost stakeholder alignment and happiness by including stakeholders in the workshop.

Position stakeholders on a power-interest grid, invite internal and external project leaders to a retrospective, and determine what worked, what didn’t, and what to do more or less.

Recap how stakeholder misalignment affects timelines and costs, and apply stakeholder mapping and a power–interest grid to manage internal and external stakeholders, emphasizing continuous improvement and retrospectives.

Explore deep dive modules that expand stakeholder management beyond agile, covering comprehensive identification, advanced analysis and prioritization with multiple frameworks, and actionable engagement plans across cultures and remote teams.

Understand how stakeholder management matters across domains by addressing each group's needs early to prevent delays, budget waste, and to increase buy-in.

Apply Freeman's stakeholder theory foundations to create value for all stakeholders, not just shareholders, and engage in a partnership to build mutual value across project and enterprise levels.

Compare agile frameworks like scrum, where stakeholders join sprint reviews and shape the backlog, with traditional waterfall planning and early requirements engagement to anticipate costly late changes.

Identify and map diverse stakeholders in a non-agile government or infrastructure project, from local residents and finance departments to building contractors and environmental groups, and articulate their interests and influence.

Use systematic stakeholder identification with brainstorming, Ishikawa diagrams, organizational charts, and stakeholder interviews to map all potential influence and impact, ensuring no stakeholder is overlooked.

Identify hidden stakeholders and secondary influencers who quietly shape projects, such as historical societies, unions, or internal champions, by assessing indirect benefits and sway beyond the org chart.

Explore the interplay between internal and external stakeholders, recognizing crossovers and learning to tailor coordination and communication, then prepare for a stakeholder inventory workshop in the next video.

Build a stakeholder inventory for a hypothetical project by listing groups, distinguishing internal and external actors, and noting hidden influencers alongside influence and interest.

Apply the power/interest grid to categorize stakeholders, prioritize high power and high interest groups, and update the grid regularly as influence and interest shift.

Combine power, legitimacy, and urgency to refine stakeholder categories with the salience model, revealing seven types and their impact on engagement; stay tuned for the next video on RACI charts.

Clarify stakeholder roles with a raci chart, identifying who is responsible, accountable, consulted, and informed, and pair stakeholder registers and communication plans with a power-interest or salience model.

Map stakeholders around a diagram to reveal synergy mapping and influence networks. Label connections with influences, supports, or advises to anticipate chain reactions and tailor outreach.

Engage in a hands-on exercise combining power-interest grid, salience model, RACI, and synergy mapping to analyze stakeholders and reveal critical, hidden dynamics.

Learn the difference between stakeholder engagement and stakeholder management, shifting from controlling to ongoing collaboration that co-creates outcomes, builds trust, and boosts project success.

Create a stakeholder engagement plan that maps who to engage, why, how, and when, using a framework of goals, stakeholder segmentation, channels, frequency, and clear messages.

Explore the ip2 engagement spectrum from inform to empower, and apply level-appropriate tactics like newsletters, surveys, workshops, co-design, and advisory boards to maximize stakeholder influence.

Identify a stakeholder group and engagement level to draft a tailored strategy. Select tactics such as workshops, surveys, check ins, or co-design, and define success metrics.