Balance planning and flexibility when working with stakeholders by establishing clear communication channels. Involve stakeholders in the planning process to gather input and set expectations. Maintain flexibility by regularly reassessing and adapting plans based on feedback and changing circumstances. Prioritize a collaborative approach that allows stakeholders to participate in decision-making and provides room for adjustments. Striking the right balance ensures that plans are responsive to stakeholder needs while allowing for adaptability in the dynamic environment of project development.

Strategic Roadmap: Develop a comprehensive strategic roadmap with stakeholders, outlining key milestones and goals to provide a structured plan. Agile Framework: Embrace an agile framework that allows for flexibility, enabling adjustments based on changing priorities. Regular Communication: Maintain open and regular communication channels to share progress, address concerns, and collaboratively adapt plans as needed. Risk Mitigation: Identify potential risks and uncertainties in the planning phase, incorporating contingency plans to navigate unexpected changes without compromising overall objectives. Iterative Reviews: Conduct periodic reviews with stakeholders to assess the effectiveness of the plan.

Understanding your stakeholders is an essential part of how we build relationships and deliver value in ways so we get asked to work together again. To do this we need to understand 3 essential components: 1. What are the enterprise's goals? These are big picture, strategic, long and medium term states. 2. How does your stakeholder contribute to achieving the goals? These will mix long and medium term targets as well as strategic and tactical items. 3. How does your stakeholder like to work? Lots of tactical short, medium, and long term items here covering methods, artifacts, and practices. Building a healthy working relationship with stakeholders takes time up front but requires less as we work together.

A mi siempre me gusta mucho recordar las siguiente premisas respecto los grupos de interés: Principio 1: Puedes olvidar a los “stakeholders” pero ello no te olvidarán a ti. Principio 2: La identificación es una práctica continua. Nuevos “stakeholders” emergen durante el cambio y otros pueden desaparecer. Principio 3: La priorización y la segmentación son claves (*). Principio 4: “Busca primero entender y luego ser entendido”. Principio 5: “La demostración atrapa al argumento. Cumple tus promesas”

In any change process, it is important to try to identify the client's priority, in terms of project restrictions, for example: Time or Scope? Based on this identification, it is important to calculate the limits related to demands and baselines. It is important to plan according to these limits and also negotiate based on these baselines. In case something goes beyond these limits, take the teams to the customer to reshape the customer's demands in a way that the limits are respected, with the aim of providing alternative solutions to the customer. These teams, of course, must be able to perform such analysis and propose these solutions. As a last resort, provide inputs to Comercial department in order to deal with the scope creep

Effectively engaging stakeholders means understanding: 1. The enterprise's, product's or project's goals. 2. How involved stakeholders contribute to the process. 3. Be pleasant and easy to talk with. 4. Have a goal or agenda along with the needed information, deliverables, and relevant questions into the engagement. 5. Close the engagement with agreed upon outcomes, next steps, and time boxes. There are lots of tools and practices in your specific context to mix in. Use them in ways that work for your group, along with the five components above, to improve outcomes for your team.

Lo que comentaba anteriormente, es necesario enganchar a los grupos de interés. Que participen de las conversaciones. Hay muchas herramientas para ello pero las tecnicas de design thinking son muy utiles.

La idea con los grupos de interés no es venderles nuestro producto porque es maravilloso ni hacer lo que nos dicen porque muchas veces no saben lo que quieren. La idea es facilitar al cliente, a los interesados, ayudarles a comprender sus dolores y necesidades y a que el Equipo pueda entenderlas bien para asi aportarles valor.

Este punto es fundamental. Aun estamos en un mercado donde hemos trabajado durante mucho años con metodos en CASCADA y le resulta seguro al Cliente cerrar el alcance de los proyectos. Por lo que la mejor solución ahora mismo es sensibilizar a los clientes de que existen nuevas formas de trabajar.

Si, el empoderamiento es clave...como decía en el punto 1 "la demostración atrapa al argumento", es decir, ellos tienen que ver que de alguna forma trabajamos para ellos luego su punto de vista y su participación en el proceso es clave pero no vale con decirlo, tienen que percibirlo.

Incorporate stakeholders into your team's incremental reviews and demos. Ask for feedback in the room: 1. How does this work from your perspective? 2. Is this what you expected? 3. What are possible next steps? Dig into the "why" for each of these questions. These conversations in the public square yield great outcomes: participants co-ownership of the work and earnings that would go missed otherwise. As well as valuable outputs like updated: backlog items, road maps, and OKRs.