Consequences of unconsidered stakeholders if

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Consequences of unconsidered stakeholders If stakeholders are not identified or not considered, it may result in significant negative repercussions for the project progress because requirements may remain undetected. At the latest, these overlooked requirements will enter the picture in the form of change requests during system operation. Fixing these issues retroactively causes high additional costs. Therefore, it is essential to identify all stakeholders and integrate them into the elicitation procedures. Stakeholder lists provide overview. An auxiliary technique for stakeholder identification is maintaining checklists. This allows for systematic and targeted elicitation of relevant stakeholders. If the stakeholder list is updated too late or incompletely, the result may be that important aspects of the system remain undetected, that the project goal is missed, or that significant additional costs arise from fixing issues. The starting point for stakeholder elicitation is often sugges- tions of relevant stakeholders that are made by management or by domain experts, for example. On the basis of these suggestions, relevant stake- holders can be identified. 3.1.2 Handling Stakeholders in the Project Managing stakeholders It can often be observed in practice that a lot of stakeholders are involved in complex and “difficult” projects. Due to limited resources, the stake- holders that are the most suitable for requirements elicitation must be care- fully selected. To document the stakeholders in the development process, it makes sense to use tables and spreadsheets that contain (at least) the fol- lowing data: name, function (role), additional personal and contact data, temporal and spatial availability during the project progress, relevance of the stakeholder, area and extent of expertise of the stakeholder, and the stakeholder’s goals and interests regarding the project. Making collaborators out of the affected Handling stakeholders also means continuously exchanging infor- mation: Periodic status updates and continuous involvement of the stakeholders assist the requirements engineer in turning people previ- ously simply affected by the project (i.e., principally affected stake- holders) into collaborators (i.e., well-integrated, jointly responsible stakeholders). Individual “contracts” with the stakeholders Stakeholders that are not given enough attention by the requirements engineer might be overly critical toward the project. In addition, some stakeholders may show a lack of motivation because they are sufficiently
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3.1 Requirements Sources 21 satisfied with the legacy system, are afraid of change, or are negatively biased due to previous projects. It’s the requirements engineer’s task to support the project manager in convincing all stakeholders of the benefit of the project. To avoid misunderstandings and disputes regarding compe- tence, it is useful to formally agree on the tasks, responsibilities, and man- agerial authority as well as to determine individual goals, communication paths, and feedback loops that can be used by the stakeholders. Depending
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