Keyword:
- Incorporating Community Values
- Principles of Stakeholder Engagement
- Agile Chartering
- Definition of “Done“
- Wireframe
- Communication with stake holder
- Collaboration game
- Emotion Intelligent
- Facilitation Negotiation
- Incorporating Community Values
Respect:
Agile approaches seek consensus. They rely on group participation in estimating, decision making, and uncovering ideas for improvements during retrospectives. They need to be centered on the guiding principles “Don’t judge suggestions” and “There are no stupid ideas.
Courage:
Agile methods encourage early evaluations based on prototypes— and asking people to present uncompleted work for review requires them to exhibit courage against the fear of criticism
Principles of Stakeholder Engagement
Get the right stakeholders: Projects won’t be successful without the right stakeholders, so we should push hard to get the people we need.
Cement stakeholder involvement: It is essential for stakeholders to stay engaged with the project, so we need to do all we can to make stakeholder involvement “stick.
Actively manage stakeholder interest: This means taking actions to recognize and reward stakeholder involvement, such as celebrating project accomplishments with the stakeholders, talking to their managers about how to recognize their contributions, or making sure project-related feedback becomes part of their performance reviews.
Frequently discuss what “done” looks like: Frequent discussions of what “done”looks like are essential if the team hopes to avoid nasty surprises, mismatched expectations, or poorly accepted products.
Show progress and capabilities: Projects take a long time, and people generally want things as soon as possible after they’ve described them. Candidly discuss estimates and projections: One advantage of engaging the customers and showing them pieces of the project as those pieces are built is that the true rate of project progress is highly visible.
Agile Chartering The project charter is one of the first documents produced for a project. It describes the project s goal, purpose, composition, and approach, and it provides authorization from the sponsor for the project to proceed
Developing an Agile Charter
An agile charter will typically answer a subset (or all) of the following W 5H questions:
- Who will be engaged?—A list of the project participants and involved stakeholders
- What is this project about?—A high-level description of the projects vision, mission, goals, and objectives
- Where will it occur?— Details of work sites, deployment requirements, etc.
- When will it start and end?—The project start and target end dates
- Why is it being undertaken?—The business rationale for the project
- How will it be undertaken?— A description o f the approach
Definition of “Done
We should involve the customer to check result exchange last minute.
Agile Modeling
The Agile modeling refers to the various modeling techniques that are common use in agile project. The type of agile models that can be created during agile modeling include:
- Use case diagrams
- Data model
- Screen design
Wireframe
Wireframe are a popular way of creating a quick mock-up of product.
Personas
Personas are quick guides or reminders of the key stakeholders on their project and their interest.Personas help the team prioritize the work, stay focused on user, and gain insight into who user will be.
Communicating with stakeholder
Face-to-Face Communication
The preferred way to communicate with stakeholder is through face to face (F2F) communications.
Two-Way Communication
****It is always to ensure that information flow between stakeholder are bidirectional - that is, they consist of two-way transfer of information.
Knowledge sharing
Knowledge sharing is a key component of Agile method. This mean we aim to share information and make it available to everyone who might want to consume it, rather than hoarding it to secure the project.
When the information is shared throughout the team, it greatly reduce the risk of taking a hit to team productivity if the one person with key knowledge leave the team. Instead of relying on a single expert who has all key secrets, agile trie to spread this information among all the team member.
Encouraging Knowledge Sharing
In sharing knowledge, we follow the mindset “Let’s us show you what’ve done, and tell us if we right or wrong.”
Information radiator
Information radiator is agile’s umbrella term for highly visible display information, including large charts, graphs, and summaries of project data.
The sort of data that might be displayed on information radiator includes:
- The feature delivered to date versus the feature remaining to be delivered
- Who is working on what
- The feature selected for the current iteration
- Velocity and defect metric
- Retrospective finding
- List of thread and issues
- Story map
- Burn chart
Social media
Using social network for send the notification like Facebook, Twitter, Instagram.
Working collaboration
The Agile Manifesto highlight stakeholder collaboration in both its third value (”Customer collaboration over contract negotiation”) and it fourth principle (”Business people and developer must work together daily through project”). The benefits of collaboration:
- Generates wiser decisions through the understanding of complex, cross boundary problem via shared information
- Promotes problem solving rather than procedural decision making
- Foster action by mobilizing ****shared resource to get work done
- Build social capital by building relationship and understanding
- Fosters ownership of collective problems by valuing participant and shifting power downwards
Green/Red Zone
Collaboration game
Remember the future: Vision setting and requirement elicitation exercise
This is a facilitated exercise that ask for project stakeholders to image that an upcoming release or iteration has been successfully. The participant (Stakeholder, dev team)will list everything that was completed and delivered to make it successfully in 20 minutes. We trying to better understand the stakeholder’s definition of success and how we can achieve that successfully outcome.
Prune the product tree
This group exercise engages the participant in brainstorming a product’s feature and functionally.
We start by drawing an outline of a big tree with a trunk and branches on a whiteboard or flip chat. It trunk represent what we already know or have built so far, and it outer branches represent new functionality that has yet designed. Next, we ask the participants to record each of the product’s desired features on sticky note and place note on the tree.
Speed board
This game focuses on gathering risk that pose threats to the project as well as potential opportunities.
Anchor sticky note for the threats to the project
Wind sticky note for the opportunities
Rock we need avoid
Using Critical Interpersonal Skills
Emotion Intelligent
One of the best way to stay flexible in leading or participating.
“The leader’s mood and behaviors drive the moods and behaviors of everyone else. A cranky and ruthless boss create a toxic organization filled with negative underachievers who ignore opportunities.” Daniel Goleman - A intelligent expert explain
Active listening
Active listening is hearing what someone is really trying to convey, rather than just the meaning the words they are speaking. “Do what I mean, not what I say”
Level 1: Internal listening - We hear the words being spoken, and although we may very attentive, we interpret them through our own lens. When listening, we are thinking “How is this going to affect me?” and miss the speaker’s real message.
Level 2: Focused listening - We let go of our own thoughts and put ourselves in the mind of the speaker.
Level 3: Global listening - Indicator can include the speaker’s movement or posture, energy level, and the atmosphere or vibe in the room, etc.
Facilitation
Goal: People alway feel that meetings are a waste of their time, especially if the meeting discusses a wide range of topic and the participants don’t understand why they need to be there and what their contribute should be. Establish clear goal for each meeting or workshop session can help people engaged the discussion from the start. Plus, having a clear goal and keeping everyone focused on that goal, rather than allowing the session to be sidetracked, can shorten the session time, making discussion feel more valuable to all involved.
Rule: Establishing some basic ground rule is another important technique for holding effective sessions.
Timing: The duration of the session should be established ahead of time.
Assisting: The session facilitator need to make sure the meeting is productive and that everyone has a chance to contribute.
Negotiation
Negotiation on agile projects does not have to be - and typically should not be - a zero sum game with winer and loser. Instead, healthy negotiation allow each party to investigate the option and trade off and present alternative perspective.
Conflict resolution
Five level
- Level 1 (Problem to Solve): The language is generally open-hearted and constructive, and people frequently use factual statements to justify their viewpoints. For example, team members may make statements such as, “Oh, I see what you are saying now. I still prefer the other approach, however, because in the past we’ve seen fewer bugs and less rework using that technique.”
- Level 2 (Disagreement): The language starts to include self-protection. For example, team members may make statements like, “I know you think my idea won’t work as well, but we tried your approach last time, and there were a lot of problems.”
- Level 3 (Contest): The team members start using distorted language, such as over generalizations presumptions, and magnified positions. Ihey may make statements like, “He always takes over the demo” and “If only she wasn’t on the team . . . ”
- Level 4 (Crusade): The conflict becomes more ideological and polarized. The team members begin to make statements like, “They’re just plain wrong” and “It’s not worth even talking to them.”
- Level 5 (World War): The language is fully combative. The opposing team members rarely speak directly to each other, instead speaking mostly to those “on their side,” expressing sentiments like, “It’s us or them” and “We have to beat them!”
The following guidelines can be useful in resolving the conflict:
- Level 1 (Problem to Solve): For a conflict at this level, try constructing a collaborative scenario to illustrate the competing issues and use that scenario to help build consensus around a decision that everyone can support.
- Level 2 (Disagreement): At level 2, conflict resolution typically involves empowering the relevant team members to solve the problem. This approach builds the team members’ support for the decision and restores a sense o f safety to the group.
- Level 3 (Contest): At this level, the conflict has become accusatory. To help fix the issue, we need to accommodate people’s differing views. Although this may involve compromising on the work to be done, we should not compromise the team’s values.
- Level 4 (Crusade): Resolving a level 4 conflict requires diplomacy. Since the communications between opposing sides have largely broken down, the team may need a facilitator to convey messages between the different parties. Our focus should be on de-escalating the conflict in an effort to take it down a level or two.
- Level 5 (World War): If a conflict gets to level 5, it may actually be unresolvable. Instead of trying to fix it, we may need to figure out how we can give people ways to live with it. At this level we might separate the opposing individuals to prevent further harm to each other.
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