What methods can you use to identify stakeholders and their needs?

Imagine you made dinner for your family, but they're all in the next room watching a movie. You don't tell them about dinner being ready, and they don't bother asking. The dinner gets cold, and everyone stays hungry till they are informed or they ask about dinner. You are the product manager, and your family are the stakeholders - stakeholders hold a stake (no pun intended) in the work you do and need to be informed of the changes that impact their lives! Extend this example to hosting a dinner party - your stakeholders might be the grocery supplier, delivery person, family members who help you cook and host, guests who attend your party and the clean up crew afterwards. Each stakeholder needs timely inputs/updates to do their jobs well.

A identificação das partes interessadas deve ser um dos passos iniciais para qualquer ação/projeto. Assim, é possível alinhar expectativas, compreender necessidades e tensionar esforços para um resultado bem definido: aumentando as chances de sucesso e alinhamento do projeto. Além disso, conhecer a fundo as partes interessadas é imprescindível para eventuais situações de gestão de conflitos, gestão de riscos e/ou falha de comunicação.

Recognizing stakeholders is crucial for several key reasons: - Their influence and engagement can attract additional resources or sponsorship for the project. - It enables the project owner has deeper understanding regarding the project's business context and enduring benefits. - Ensuring stakeholders are thoroughly informed can lead to comprehensive support and prevent negative effects on other business units or departments.

Identificar os stakeholders é a principal forma de garantir: 1. Que objetivo proposto pro projeto/produto está alinhado com as expectativas; 2. Comunicação clara com os principais interessados e decisores (isso pode ser a razão de sucesso ou insucesso do que você está fazendo) 3. Trazer os inputs necessários das pessoas corretas

Es importante identificar a las partes interesadas en principio para adaptar tu estrategia al perfil personal. No se gana yendo directamente al objetivo, hay que conocer bien el camino. Una vez identificado el perfil y adaptada la estrategia comunicacional, se puede avanzar con el negocio o proyecto. Habiendo identificado además el interés podemos aterrizar el alcance de nuestra propuesta, y de esta manera optimizar nuestros recursos y cuidar la inversión.

É necessária uma tomada de decisão baseada em dados. As pessoas inclusas naquele projeto precisam estar, de fato, interessadas, alinhadas e envolvidas diretamente. Como ferramenta que é resolutiva para sanar esse impasse, sugiro o Business Model Canvas.

It's critical to the success of any project or initiative (particularly in digital transformation) to also include key customers, suppliers or trading partners. The same holds true of including the front line workforce. Without these inputs the value delivered would be limited and the return on investment lower than expected

One counter intuitive and often forgotten item while identifying stakeholders, I have noticed, is 'who tends to lose if I remove / change this feature/product?'. We are ( correctly ) focused on who tends to gain. But forgetting whose life will get harder often leads to dissatisfaction from existing customers and team members such as customer support etc unless its proactively managed. This is important to research for existing features, especially complex ones, as the answer is not always obvious.

Identification of stakeholders in a product innovation project would involve looking through the lens of - 1. Organisation in the scope 2. Geography, Demography , etc… in the scope 3. Influence/Impact on the project through its various phases - concept to launch/execution 4. Vested Interest/involvement in both during the product development process as well as during the outcome and its assessment

To create a stakeholder systems map: 1. Identify individuals, groups, or entities that directly or indirectly affect or are affected by the problem you're solving or your project. 2. Cluster stakeholders into groups based on their characteristics or other relevant factors. 3. Map the connections between stakeholders. Use lines to describe the relationships between each stakeholder. Assign a level of influence to each stakeholder and/or connection (e.g., use different colours or symbols to indicate high, medium, or low influence). 4. Analyse the map. What do you notice? What gaps do you see? Identify potential alliances or conflicts. Remember, creating systems maps is a collaborative and iterative effort!

Para otimizar a construção da documentação das partes interessadas é imprescindível identificar o perfil (exigências, valores, expectativas) de cada uma. Assim, trazendo detalhes claros e personalizados a cada parte. Outro ponto relevante a se atentar é construir algo que seja visual e intuitivo, garantindo fluidez no entendimento e que seja de fácil compreensão na dinamicidade do cotidiano.

Think of it as a "stakeholder scrapbook": 1. Registers: Simple lists with names, roles, categories, and contact info. 2. Profiles: Deeper dives into their needs, desires, habits, and potential roadblocks. 3. Journey maps: Visualizing their interaction with your product, highlighting pain points and opportunities. Remember, clear docs = happy stakeholders. They feel heard, engaged, and confident their wishes are on the party (product) playlist! Bonus tip: Keep it dynamic! Update your docs as needs evolve. It's the key to a smooth-sailing product bash!

Documenting stakeholders and their needs involves creating stakeholder profiles or matrices. Start by listing each stakeholder, including their role, interests, concerns, and level of influence. Then, detail their specific needs, expectations, and preferences regarding the project or organization. Regularly update this document to reflect any changes or evolving requirements from stakeholders.

The stakeholder matrix is still my favorite tool. For each stakeholder or group of stakeholders, create a process and routines document where you document how, when, and what you are communicating.

Persona and empathy maps to capture individual needs, followed by affinity maps for analysis and summarization. Design Thinking is an excellent approach to bring all stakeholders together, brainstorm ideas and come up with innovative solutions

O feedback é intrínseco a qualquer trabalho realizado, porém, é crucial estruturá-lo para manter o foco principal. Recomenda-se a aplicação de duas técnicas simples: a formal, que utiliza um método estruturado para coletar dados que permitem uma avaliação quantitativa, e a informal, que se baseia em percepções compartilhadas informalmente, muitas vezes por meio do boca a boca. Este último método pode ser influenciado não apenas pela experiência do usuário, mas também pela maneira como essa experiência é compartilhada, o que pode ter um impacto significativo. Portanto, cuidar e analisar esses pontos com atenção é essencial para evoluir e manter a consistência na implementação do produto ou serviço

O entendimento e priorização entre as partes, acredito que são os pontos fundamentais. Assim, é possível visualizar, com clareza, as expectativas e noções de sucesso esperadas entre as partes. Dessa forma, é possível, construir, desenvolver e cocriar de modo convergente às expectativas das partes interessadas.

In my experience, you build the product around the core group of buyers (ICP). Thier input will determine what your end product looks like and is the most critical. Other stakeholders are important but ultimately the customer is king.

As a founder, incorporating stockholders' needs into product innovation is key. Regular communication and feedback loops with stockholders help us grasp their preferences and pain points. Tactics like surveys, focus groups, or direct conversations can be employed to gather insights. By keeping stockholders involved, we ensure that our products align with their expectations, fostering loyalty and success for both them and our company.

Identifying stakeholders is a pre- exercise that needs to be done in product innovation and map to the stakeholder requirement accordingly. This comes in 2 ways - Identifying the needs upfront with experience, as the person who is driving the product will know what the stakeholders need, and the other way is interacting with the stakeholders with one-on-one sessions or a brainstorming session such as Double Diamond Approach. Mapping of stakeholders shall be completely documented and communicated before kickstart of the product development. If stakeholders need to be missed out , it will result in a feature gap, which can impact the delivery timelines.

Key considerations in product innovation: -know your target. Take time to get to know them (almost personally): what drives them, what are their pain points, how and where they shop, etc. -identify key internal stakeholders who will best advise and guide your development based on solid feedback (data-driven and feasibility considerations) -use your intuition. An often-forgotten, yet key component of innovation. In this data-forward world, remember to leverage our humanity.

After all the work in determining your stakeholders and their relative inuts and outputs, it is key to startegize: - how you get your product past the early adopter chasm. - How you receive and incorporate fast feedback - How you turn customers into advocates

Needs of different stakeholders group often conflict. Driving consensus early on, through techniques like Design Thinking, prevent setbacks later on

Como UX designer em um banco digital moderno em busca de crescimento pessoal, minha missão era me aprimorar cada vez mais. Enfrentei o desafio de aprimorar a experiência financeira, adotando uma abordagem centrada no cliente com uma interface intuitiva. Integrei elementos visuais modernos e realizei diversos teste e análise de dados. A colaboração estreita com equipes impulsionou a ascensão do banco, resultando em uma aplicação mais eficiente e uma experiência do usuário mais satisfatória, refletindo diretamente no meu desenvolvimento pessoal e profissional.

You need to consider things back to front as well as the steps considered above in the foregoing sections. This means that you consider how each stakeholder will play a role prior to, during and after the product is released, as follows. a) After release: will any of the stakeholders help market, promote or publicize the product? If so, who and how? b) During release: which stakeholders will be needed to put things right (financially, commercially, and technically) if something were to go wrong? How will they help? Create a matrix using a spreadsheet to document this. c) Before release: create a requirements list, translate those into technical requirements, which get turned into: i. high-level designs, and ii. test cases or test criteria.