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Stakeholder_Management_Best_Practices.md

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https://app.experiencewelcome.com/events/q3u9jZ/stages/OVfq6E

• Slow down
• Context, relationships (the stakes, how people are processing things)
• Impact Analysis - pro's and con's, mitigate (make less severe) changes
• How to communicate to Executive team members
• Stakeholders' needs, build trust, shared approach, execution plan how they wanted things to roll out

Aligning Data Priorities to Business Priorities

• Active Listening (helping to define ask)
• Ground the project for available resources and capacities (limit on compute/bits/electricity
• Translate effectively technical context to non-technical people
	○ Some requests are low lift
	○ Sometimes lot of effort
		§ Ad-hoc- context switch from prioritizing from current task from queue
	○ People really need to know what it takes to get to the answer 
		§ break it down, lay it all out 
			□ consistently until built processes are not last-minute
			□ Even for executive team 
		§ Lift the curtain, let them take a peek the effort it will take
	○ Self-serve-how to get to the answer themselves with what already lives, these are the options
		§ Takes work to show people data resources and how to ask data q's
	○ What does their ask mean?
		§ New table
			□ For non-repeatable ask?
		§ Ingest data that did not exist
	○ One click, overnight solution not realistic all the time
• Know the decision-makers
	○ Stakeholder maps
		§ Who has power to make decision and why
		§ Can influence project but not decision-making
		§ Allies/enemies
	○ What will you need it for? Driving a particular action?
• Managing Competing Priorities
	○ Understanding business context and personal agendas
		§ Asking the right questions, specific need- ask, why, what, when, where
		§ Understand stakeholders, understand business
		§ Keep probing 
	○ Aim to Over Communicate
		§ What are some phrases you can say, "No" but still keep stakeholder trust high
			□ Understanding biz context and personal agendas
			□ For me to be comfortable to say no, need to know where they are coming from and what the friction is between each other's POV
			□ Trust and friction, to work through it to get to the right resolution
			□ What you are trying to solve for, why approach is the way it is, and an opinion; HW to get comfortable, confidence
			□ No is not one phrase but answering Who, What, When, Where, Why, How, am I missing a viewpoint
			□ Stakeholder is my customer
			□ Tight deadline then need to have a quick response, address quickly
			□ Queue is too long, low value ask, my approach is very different than their approach, so I need to explain my approach; why
			□ One pager, bullet points, core questions
		§ Be proactive in communication (when doing so much) - not wait until they ask me for update. 
			□ Need to give details on my steps and where I am at; blockers
	○ At the end, stakeholder and analyst need to go to the same place
		§ Sometimes expectation and results are different
	○ Start small with saying "no"
		§ Is more work
		§ Then when you say it comes from place very well thought out
	○ Personal Agendas
		§ Sometimes need to explain decision-making will cause technical debt
		§ Documentation is your BFF to explain decision consequences

image

• What you want to do, why, how
	○ Lean Start-up 3 Why's
• Building on process- Stakeholders who keep on asking low-value requests
	○ Investigate, how do these requests come in and how often, is there a pattern to it
	○ Are there processes to manage this
	○ So simple, but what is it being used for?
		§ Need process, need to formalize requests
		§ Tickets need to be submitted certain way
		§ Triage-what is it aligning to
		§ Outlined KPI's, goals for quarter/6 months, how are my tasks aligned at this moment
	○ Low-value, able to coach-up; knowledge share, coaching; know how to ask right questions and get answers on their own
	○ Are there things more important for data team and stakeholders know it?
	○ This is how we intake, and how we can support them
• Not everything is life and death
	○ Want to immediately solve
	○ Really prioritize trust
	○ Shared decision, what will it take to get everyone on same pg
	○ Sometimes work with them offline to make sure they are my ally
	○ Timeline is sometimes arbitrary- unless something is tomorrow 
	○ Documentation- people will understand money, they will reconsider their task- dependencies; short- (technical debt?) and long-terms answers; options
	○ People management, relationship building
		§ Resonate, get buy-in to have impact
• Need to get really good at what people need
• What are their assumptions that data could do for them and where am I right now? (infra, stack, tools)
• At the end of the day, data is people
• Impact Analysis- understand questions that have not been answered and generate scenarios to answer questions