PMI Agile Certified Practitioner

(PMI-ACP) ®

Ahmed Yousry Abdelaziz

CEO, Portolearn & Nileage LLC
ahmedyabdelaziz
PMI Agile Certified Practitioner
(PMI-ACP)®
Stakeholder Engagement
 Course Content

Introduction: About the PMI-ACP® Exam Chapter 4: Team Performance

Chapter 1: Agile Principles and Mindset Chapter 5: Adaptive Planning
Chapter 2: Value-Driven Delivery Chapter 6: Problem Detection and Resolution
Chapter 3: Stakeholder Engagement Chapter 7: Continuous improvement
 Stakeholder Engagement
Objectives

• By the end of this domain, you will understand:

▪ Stakeholder Management & its Principles
▪ Project Charter Development & Business Case
▪ Wireframes, User Story, Theme and Epic, & Agile Personas
▪ Product Backlog
▪ Agile Story Maps & Communication
▪ Agile Modeling & Active Listening
▪ Agile Negotiation
DOMAIN Stakeholder Engagement
TASKS 3 Sub-Domains, 9 Tasks

#3
Exam Percentage: 17%
(20 Exam Questions)
 Stakeholder Engagement

Engage current and future interested parties by building a trusting

environment that aligns their needs and expectations and balances
their requests with an understanding of the cost/effort involved.
Promote participation and collaboration throughout the project life
cycle and provide the tools for effective and informed decision making..

‫الجھد‬/‫إشراك األطراف الحالیة والمستقبلیة وبناء بیئة من الثقة توفق بین إحتیاجاتھم وتوقعاتھم وتوازن طلباتھم بفھ ٍم للتكلفة‬
.‫وتقديم األدوات الالزمة التخاذ قرارات فعالة ومطلعة‬
ّ ‫الترويج للمشاركة والتعاون خالل دورة حیاة المشروع‬
ّ ‫ مع‬.‫المبذول‬
 Stakeholder Engagement
Domain Tasks

Understand Stakeholder Needs ‫إستيعاب إحتیاجات المعنیین‬

• Task #1
▪ Identify and engage effective and
empowered business stakeholder(s)
through periodic reviews in order to
ensure that the team is knowledgeable
about stakeholders’ interests, needs,
and expectations.
1# ‫• المهمة‬
‫▪ تحديد وإشراك المعنى (المعنیین) باألعمال‬
‫ وذلك من خالل‬،‫الفعالين والممكّ نين منهم‬
‫المراجعات الدورية للتأكد من أن فريق العمل‬
‫على دراية بإهتمامات المعنيين وإحتياجاتهم‬
.‫وتوقعاتهم‬
 Stakeholder Engagement
Domain Tasks

Understand Stakeholder Needs ‫إستيعاب إحتیاجات المعنیین‬

• Task #2
▪ Identify and engage all stakeholders
(current and future) by promoting
knowledge sharing early and
throughout the project to ensure the
unimpeded flow of information and
value throughout the lifespan of the
project.
2# ‫• المهمة‬
)‫▪ تحديد كل المعنیین (الحالیین والمستقبلیین‬
‫والتواصل معھم عن لتعزیز مشاركة المعرفة‬
‫وقت مبكر طوال مدة المشروع وذلك‬ ٍ ‫في‬
‫لضمان تدفق المعلومات والقیمة دون‬
.‫عوائق طوال عمر المشروع‬
 Stakeholder Engagement
Domain Tasks

Ensure Stakeholder Involvement ‫التأكد من مشاركة المعنیین‬

• Task #3
▪ Establish stakeholder relationships by
forming a working agreement among
key stakeholders in order to promote
participation and effective
collaboration.
3# ‫• المهمة‬
‫تكوين عالقات بالمعنیین عن طریق تشكیل‬ّ ▪
‫إتفاق عمل بین المعنیین الرئیسیین وذلك‬
.‫لتعزیز المشاركة والتعاون الفعال‬
 Stakeholder Engagement
Domain Tasks

Ensure Stakeholder Involvement ‫التأكد من مشاركة المعنیین‬

• Task #4
▪ Maintain proper stakeholder
involvement by continually assessing
changes in the project and organization
in order to ensure that new
stakeholders are appropriately
engaged.
4# ‫• المهمة‬
‫▪ المحافظة على درجة مالئمة من إشراك‬
‫ وذلك عن طریق تقییم التغیرات في‬،‫المعنیین‬
‫المشروع والمؤسسة بإستمرار لضمان إشتراك‬
.‫نحو مالئم‬
ٍ ‫المعنیین الجدد على‬
 Stakeholder Engagement
Domain Tasks

Ensure Stakeholder Involvement ‫التأكد من مشاركة المعنیین‬

• Task #5
▪ Establish collaborative behaviors
among the members of the
organization by fostering group
decision making and conflict resolution
in order to improve decision quality and
reduce the time required to make
decisions.
5# ‫• المهمة‬
‫▪ إنشاء السلوكیات التعاونیة بین أعضاء‬
‫المؤسسة من خالل دعم إتخاذ القرارات‬
‫الجماعیة وحل النزاعات وذلك لتحسین جودة‬
‫القرار وتقلیل الوقت المطلوب إلتخاذ‬
.‫القرارات‬
 Stakeholder Engagement
Domain Tasks

Manage Stakeholder Expectations ‫إدارة توقعات المعنیین‬

• Task #6
▪ Establish a shared vision of the various
project increments (products,
deliverables, releases, iterations) by
developing a high level vision and
supporting objectives in order to align
stakeholders’ expectations and build
trust.
6# ‫• المهمة‬
‫▪ وضع وإنشاء رؤیة مشتركة لزیادات المشروع‬
،‫ اإلصدارات‬،‫ التسلیمات‬،‫المتنوعة (المنتجات‬
‫التكرارات) عن طریق وضع رؤیة بشكل أولي‬
‫ودعم األھداف لتتوافق مع توقعات‬
.‫المعنیین وبناء الثقة‬
 Stakeholder Engagement
Domain Tasks

Manage Stakeholder Expectations ‫إدارة توقعات المعنیین‬

• Task #7
▪ Establish and maintain a shared
understanding of success criteria,
deliverables, and acceptable trade-offs
by facilitating awareness among
stakeholders in order to align
expectations and build trust.
7# ‫• المهمة‬
‫▪ وضع وإنشاء فھم مشترك لمعاییر النجاح‬
‫التسلیمات والمبادالت المقبولة والمحافظة‬
‫علیھا عبر تیسیر إنتشار الوعي بین المعنیین‬
.‫لتتوافق مع التوقعات وذلك لبناء الثقة‬
 Stakeholder Engagement
Domain Tasks

Manage Stakeholder Expectations ‫إدارة توقعات المعنیین‬

• Task #8
▪ Provide transparency regarding work
status by communicating team
progress, work quality, impediments,
and risks in order to help the primary
stakeholders make informed decisions.
8# ‫• المهمة‬
‫تقديم الشفافیة فیما یتعلق بحالة العمل عبر‬
ّ ▪
‫اإلخبار عن مدي تقدم فریق العمل وجودة‬
‫األعمال والموانع والمخاطر وذلك لمساعدة‬
‫المعنیین األساسیین على إتخاذ قرارات‬
.‫مطلعة‬
 ‫‪Stakeholder Engagement‬‬
‫‪Domain Tasks‬‬

‫‪Manage Stakeholder Expectations‬‬ ‫إدارة توقعات المعنیین‬

‫‪• Task #9‬‬ ‫• المهمة ‪9#‬‬
‫‪▪ Provide forecasts at a level of detail‬‬ ‫تقديم تنبؤات بمستوي مفصل توازن الحاجة‬
‫ّ‬ ‫▪‬
‫‪that balances the need for certainty‬‬ ‫إلى الیقین وفوائد التكیف للسماح للمعنیین‬
‫‪and the benefits of adaptability in‬‬
‫‪order to allow stakeholders to plan‬‬ ‫بالتخطیط بفعالیة‪.‬‬
‫‪effectively.‬‬ ‫تقديم تنبؤات بمستوى من التفصيل وذلك‬ ‫ّ‬ ‫▪‬
‫لتوازن بين الحاجة من التأكيد والتكيف من أجل‬
‫السماح للمعنيين بالتخطيط بفعالية‪.‬‬
 Stakeholder Engagement

Anyone who has a “STAKE” in the project, a person whose interest is

positively or negatively impacted by the project’s outcomes, or a person
who can impact the project positively or negatively.
 Stakeholder Engagement
NOTES

• The initial stages of a project are focused on identifying stakeholders.

• Internal stakeholders listed in the image.

• Significant effort is required to identify external stakeholders.

• Effective management of stakeholders is one of the most important

determinants of project success.
Stakeholder Engagement
 Stakeholder Engagement

10 Stakeholder Management Principles adapted for

Agile Product Development
 Stakeholder Engagement
We need intensive communication and
Stakeholder interests need to go together
dialogue with stakeholders - not just those
(Align) over the time.
who are friendly.

We need a philosophy of volunteerism - to

Stakeholders consist of real people with names
engage stakeholders & manage relationships
and faces and children. They are complex.
ourselves rather than leave it to government.

We need to find solutions to issue that satisfy

multiple stakeholders simultaneously. We need to generalize the marketing approach.

Everything that we do serves stakeholders.

We engage with both primary and secondary
We never trade off the interests of one vs. the
stakeholders.
other continuously over time.

We act with purpose that fulfills our We constantly monitor and redesign
commitment to stakeholders. processes to make them better serve our
stakeholders.
 Project Charter

A process that authorizes the team to start working on the project.

A Project Charter is a key reference document listing the stakeholders
actively involved in the project.
 A chartering session helps a team:
• Understand the parameters of team work and its context
within the project;
• Make well-informed decisions. This is important as Agile
teams are self-organized.
• Identify the value the project will deliver to the business.
Project Charter • Develops the trust and confidence needed in the project.
 The Project Charter answers the W5H:
• What is the project about?
• Why build this product? Is it a business decision, mandated by
law, or a team initiative?
• Who is the project community? This includes the team,
customers, end users, and other stakeholders.
Project Charter
• What is the expected start and end date of the project?
• Where is the project being executed? This refers to the location:
onshore, offshore.
• How will we know if it is successful? At the outset, the team
has to define the success criteria for the project.
 The Three components of the Agile Charter
• The Vision:
A brief statement that articulates the desired “end state” for
the project where it answers the ‘WHY’ and gives a purpose.

Project Charter • The Mission

A paragraph defining the project, which forms the ‘WHAT’.
It also includes the objective of the project.

• The Success Criteria

The factors required for a project to be successful.
 Business Case

A business case is meant to justify a project or the features to be

included within a product, from a business benefits perspective.
 Business cases help in project selection as they:
• Reflect the expected benefits.
• Communicate the anticipated costs of the project.
• Include a high level strengths, weaknesses, opportunities,
threats or SWOT analysis.
• Identify key stakeholders.
Business Case • Identify the risk of not undertaking the project.
• Present the index to track inflation and its impact on
anticipated benefits.
 Understanding Stakeholder Needs

Agile methods acknowledge the semantic gaps that always exist

between the development team.

Agile Wireframes convert customer requirements and the needs of the

end customer into IT solutions.
 Many artifacts are used to address such gaps.
The artifacts used to ensure knowledge sharing at the
early stages are:
• Wireframes,
Understanding • Personas,
Stakeholder • User stories, and
Needs • Models.
 • A low fidelity, non-graphical prototype or artifact.

• Should be simple with no colors, graphics, or other

layout features.

Wireframes • Shows the skeleton of a screen, representing its

structure, and basic layout.

• Contains and localizes contents, features, navigation

tools, and interactions available to the user.
 • Black and white, and are accompanied by some
annotations to describe the behavior of the
elements, their relationships, and their importance.

• Often put in context within a storyboard, and are

Agile refined frequently.
Wireframes
• Used as a communication tool that serves as an
element of conversation and confirmation of ’Agile’
user stories.
 User Story

A tool used in Agile to capture a description of a feature from an end-

user perspective.

The user story describes the type of user, what they want and why.
A user story helps to create a simplified description of a requirement.
 Many artifacts are used to address such gaps.
The artifacts used to ensure knowledge sharing at the
early stages are:
• Wireframes,
• Personas,
User Story • User stories, and
• Models.
 The attributes a user story must possess to meet
the goals of the Product Owner can be
represented using the acronym INVEST.
• “I” stands for Independent.
User Story • “N” stands for Negotiable.
Attributes • “V” stands for Valuable .
(INVEST) • “E” stands for Estimable.
• “S” stands for Small.
• “T” stands for testable.
 Agile Personas

A requirement or user story is expressed in terms of the needs of an

imaginary user referred to as a PERSONA.

The Agile persona can be regarded as a fictitious user playing a role in

the customer organization.
 Persona helps the team to better understand the
requirement & visualize the user for whom they
are designing a solution.

Some of these details can be:

Agile
Likes and dislikes.
Personas •
• When, where, why.
• Model and make of car.
• Job.
• Goals.
 Theme and Epic

Theme, Epic, User Story & Story Maps

 Theme and Epic

“Theme” is a set of related user stories that can be combined and

treated as a single entity for the ease of estimation and release
planning.
“Database Support” may be a theme, which contains stories such as “define a schema”, “migrate
existing data”, “modify code to log into the database”, or “create reports based on data”.
 Theme and Epic

An “Epic” is a large user story with low priority.

Because of their size, epics cannot be accommodated in a single iteration. At some point in the future,
they will have to be broken down into smaller user stories to be worked on in sequence.
 Theme and Epic
Example
THEME
Customer registration, login
activation, customer login landing
page, search for flights on specific
routes, route selection & booking
are user stories following a logical
order.
Hence, treating them as a single
entity or a "Theme" eases the
planning and estimation related to
them.
EPIC
Payments and single Sign-On are
a huge requirements.
They need to broken down so that
more details emerge.
Without broken down the epic into
smaller parts, it is not possible to
deliver in a single iteration.
 Agile Story Maps

Story mapping is to visualize the positioning of each user story in the

actual use case.
 • Story mapping consists of ordering user stories along two
independent dimensions.

• The “map” arranges user activities along the horizontal axis in

Agile Story
rough order of priority (or “the order in which you would
Maps describe activities to explain the behaviour of the system”).

• Down the vertical axis, it represents increasing sophistication of

the implementation.
Orange cards represent a
user activity.

The sequence of Orange

cards indicates the Minimum
Marketable Features (MMF)
for the products. Sequence needed for user, in order
For the team to actually build
the system, they need to
deliver a subset of the Green
Order of cards, which provide more
Priority detail about the Orange
cards.
Q ue sti o ns
‫األسئلة‬
‫‪B r e ak‬‬
‫إستراحة‬
T HAN K S
ً‫شكرا‬