|Objective||Identify relevant stakeholders that can contribute to the project or have an impact on it.|
This practice spans across several phases of software development, but with diverse intensity. Below, we evaluate the intensity in the most distinct pahses:
- Crucial: Initiation (project definition) phase
- Important: when major decisions concerning the scope and flow of the project are made
- Minor: other phases, in particular at requirements gathering and analysis, and releasing the project.
The practice applies to all projects, but in particular to the ones that cross-cut various areas of impact or interest, and that need to be negotiated.
|Addressed elements in SMM|
1.1. Identification and overall management of stakeholders
|Prerequisites to apply||none|
- Identify an initial group of stakeholders
- Consider teams, NRENs or individuals that could be affected or could impact the project.
- Look for similarities to other projects, either previous or current.
- Look for a dominant stakeholder, who is mostly interested in the outcome of the project.
- Maintain (update) the group of stakeholders
- Publish the list of stakeholders and their representatives.
- Periodically update (involve and retire) the group of stakeholders.
- Apply snowballing to identify new stakeholders.
- Categorize the stakeholders with respect to their relevance for the project (e.g., key stakeholders, who are vitally interested in the project, and the remaining stakeholders)
- Identify possible relationships between stakeholders
- The group does not include all relevant stakeholders
- The project may be subject to tensions, sudden changes or drifting;
- The decisions could be actually made/affected by people not officially involved in the project
- The project would be not driven by stakeholders, but rather by the project team
- Group of stakeholders is not updated properly
- The group may not reflect the actual balance of interests
This practice has been defined based on the survey, supported by the observation by the SwM team.