This step is going to help you define user roles, who you need to include in your process model, and who you’re ultimately mapping your process for. Begin with a paper and pencil session if possible. Your agile team should include a cross section of some of the direct stakeholders and have knowledge of the associated stakeholders as well.
An accepted and efficient example of a stakeholder map is a series of concentric circles. Start with three to begin with, but know that you can add more as necessary. Stakeholders you place in the centre circle are the most involved in the process, and as you move out in circles, the less central the stakeholders become.
1. Make a list of your stakeholders, these could include:
This isn’t an exhaustive list and each process you map might have these stakeholders, more or sometimes less. Avoid adding fluff. Your team should be able to justify any stakeholder’s inclusion on your stakeholder map.
2. You need to prioritise your stakeholders
Weight each stakeholder based on how integral they are to your process. You need to judge whether their input is vital in terms of completing a process, or whether they are there in a support capacity.
3. You can start placing your placeholders on your stakeholder map
Those with the highest priority go closest to the centre circle. As you move out in circles, your stakeholders remain important to the process but less intrinsic to its successful execution.
4. You can start linking your stakeholders together in terms of value exchange
What does each stakeholder mean to the others? Do they provide them with resources? Or do they rely on them for support and input? What is the relationship between them and why are they connected?
5. You can model the players in the process
Once you’ve mapped out your stakeholders, their level of priority and their connections to each other, you’ll have a clear idea of all of the players in the processes you’re going to model. Each stakeholder map you make will likely be edited as you continue through the process. Stakeholders might move up in priority or down, some stakeholders might leave all together and new stakeholders might need to be added.
This is a living document, and just like your business process models, will change and grow as you understand your manufacturing processes better.