Stakeholder Involvement in Projects

Most of the Agile Projects are thrived when they have productive and effective engagement with their stakeholders. This research chapter emphasizes theoretical research and case studies regarding stakeholder involvement such as secrecy and loyalty (trustworthy) in Agile Project Management. This workshop is mainly aimed at Information Technology industry where the stakeholder involvement in Agile Project could vary based on project background. The preliminary objective of this chapter is to identify the main aspects of high level stakeholder involvement and understand how Agile process facilitate to achieve stakeholder expectations and satisfaction throughout the project.

On 12^th October, Mika Helinius had posted thread on Linkedin, “Europeans must be grateful for this 28-year-old Austrian manlegal student and entrepreneur. He is doing alone more than all policymakers in Brussels to bring digital (SOFTWARE) services and the foremostdata of citizens back to the people of Europe” (Gemünden, 2015). The research stated that the European institutions has given more priority on stakeholder today than few years back is much more welcome. This statement has become true after considering ENRON scandal, the FIFA scandal, and the Volkswagen scandal, in which strong U.S. institutions took care of their stakeholder rights, values and they got successful results on projects and project portfolio domination. According to the stakeholder management in project management journal, they have illustrated how stakeholder thinking play vital part of the ongoing projects. Primarily, stakeholder concept was emphasized main investors and development partners as important stakeholders where as they completely forgot other stakeholder who provides vital resources on project that gives high involvement in project. Thus, it has been changed to concern about multitude of stakeholders rather than having interest on specific group. This emphasized the project manager should understand core value of stakeholders and also responsible for non-primary stakeholders who are not working under him or her. Because of that, Agile has changed the typical role expectation from project manager that drives to think in different way (Gemünden, 2015).

Stakeholders in Agile methodology

According to the survey, project using agile methodologies deliver sooner, produce high quality product and high change of flexibility (Miller, 2013). Compare to Agile methodology vs traditional, Agile is people oriented and it has iterative development process and delivery driven. Agile based project doesn’t require specific stakeholder management process because anyone is welcome and walk through team room and ask any clarification from members where else in traditional approach stakeholders only involve in requirement gathering phase. Since agile has continuous delivery process stakeholder has opportunity to check the progress and ask any changes on a regular basis (Stober & Hansmann, 2010). It has been observed that having good methodology and good plan are not enough to success always, in fact some research has proven importance of having close relationship with stakeholder would benefit to understand their loyalty and trustworthiness on project. Conducting regular validation, testing and having feedback with stakeholder will acknowledge the importance of the stakeholder in social process without dropping technical aspects of the project (Legris & Collerette, 2006). Since stakeholders are actively involved in Agile projects, may be affected as a project success or failure. Hence agile has given broad understanding of diverse stakeholders in order to maintain their support and achieve their objects (Turkulainen, Aaltonen, & Lohikoski, 2015). Some stakeholders are seeking to learn and trying to increase their influence on project. Since agile has given vast engagement for these stakeholders, the project secrets could compromise if they are not truly satisfied with development process that is being undertaken.

Stakeholder secrecy and loyalty in Agile

The research reported (Thiry, 2010) stakeholder management and stakeholder analysis is two different factors whereas stakeholder analysis consists of identifying different stakeholders, their influence and their needs should take into account. Agile has more concern about people influence and building strong relationship throughout the project. In agile management should not only consider existing needs but also try to identify potential needs of stakeholders.  Since agile concept having stakeholder involvement in the whole process, it ensures that stakeholder needs as well as their expectation are met.  Compare to traditional agile doesn’t have command and control style where they prefer to have self-organized principle and that would enable high degree of loyalty and flexibility of stakeholders (Thiry, 2010). To shield the stakeholder’s secrecy and loyalty on project, agile has given re-evaluation of benefits, requirements and expectation based on stakeholder’s analysis results. This program defines their needs and transform that in to developing team and they deliver product and service incrementally and any changes take into account. Based on stakeholder feedback they apply new capabilities, adjustments to the requirement list. That’s why agile methodology recommended of having daily meetings with relevant stakeholders. Having an effective meeting could share important information with the whole team and as it on the research paper “Agile meeting is not about status, it’s about completion” (Thiry, 2010).  This proves, stakeholder involvement in agile, ensures that deliverables are well produced and integrated in whole project by protecting their trustworthiness and confidentiality on the project.

References

• Gemünden, H. G. (2015). Foundations of Project Management Research: Stakeholders and Agile. Project Management Journal, 46(6), 3-5. doi:10.1002/pmj.21557
• Legris, P., & Collerette, P. (2006). A Roadmap for it Project Implementation: Integrating Stakeholders and Change Management Issues. Project Management Journal, 37(5), 64-75. doi:10.1177/875697280603700507
• Miller, G. J. (2013). Agile problems, challenges, & failures. Agile problems, challenges, & failures. Paper presented at PMI® Global Congress 2013—North America, New Orleans, LA. Newtown Square, PA: Project Management Institute.
• Stober, T., & Hansmann, U. (2010). Agile software development : best practices for large software development projects  
• Thiry, M. (2010). Agile program management.. Paper presented at PMI® Global Congress 2010—North America, Washington, DC. Newtown Square, PA:. Project Management Institute.
• Turkulainen, V., Aaltonen, K., & Lohikoski, P. (2015). Managing Project Stakeholder Communication: The Qstock Festival Case. Project Management Journal, 46(6), 74-91. doi:10.1002/pmj.21547