Discovery assessment

Discovery assessment tools that can help project managment.

Contents:

• Purpose
  • Strategic balanced scorecard (SBS)
  • Objectives & key results (OKRs)
  • Key performance indicator (KPI)
  • Critical success factor (CSF)
  • SMART criteria
• People
  • RACIO responsibility assigment matrix
  • Stakeholder analysis
  • Stakeholder salience
  • ADKAR change management model
  • TEAM interpersonal aims
  • FOCUS analytical aims
• Process
  • TOGAF management
  • Domain Driven Design
  • DMADV Design For Six Sigma
  • DMAIC
  • DDICA
  • SIPOC
  • ICOM
• Performance
  • Maturity models
  • Value stream mapping (VSM)
  • Software quality attributes
  • PERT: Program Evaluation and Review Technique
  • RAID
  • Application architecture matrix
• See also
  • Current state vs. future state
  • Wordbook of terminology

Purpose

Strategic balanced scorecard (SBS)

Strategic balanced scorecards are a high-level way to summarize an organization:

• Create a a destination statement.

• Cover four areas: financial, internal, external, learning.

• Define objectives and key results (OKRs).

• Define key performance indicators (KPIss) and measure them.

See https://github.com/joelparkerhenderson/strategic_balanced_scorecard

Objectives & key results (OKRs)

OKR is a method of defining objectives and tracking their outcomes:

• Objective: what we want to achieve

• Key Results: how do we know we are getting there

See https://github.com/joelparkerhenderson/objectives_and_key_results

Key performance indicator (KPI)

Key performance indicator (KPI) suggestions:

• Title: an exact name that avoids ambiguity

• Objective: the relation of the indicator with the organizational objectives must be clear

• Scope: state the areas of business and/or parts of the organization that areincluded and/or excluded.

• Target: benchmarks must be determined in order to monitor progress.

• Calculation: the exact formula, units, frequency, data soure, et al.

• Owner: the accountable person for the indicator.

• Comments: any outstanding issues regarding the indicator.

See https://github.com/joelparkerhenderson/key_performance_indicator

Critical success factor (CSF)

Critical success factor (CSF) suggestions:

• Title: an exact name that avoids ambiguity

• Objective: the relation of the indicator with the organizational objectives must be clear

• Criticality: why is this critical to the success of the objective?

• Plan: who is doing what, when, where, how?

SMART criteria

SMART criteria for goals:

• Specific

• Measurable

• Actionable (a.k.a. Achievable, Attainable, Agreed)

• Relevant (a.k.a. Realistic, Responsible, Receivable)

• Timely (a.k.a. Time-scoped, Time-boxed, Time-bound)

See https://github.com/joelparkerhenderson/smart_criteria

People

RACIO responsibility assigment matrix

RACIO responsibility assigment matrix:

• Responsible

• Accountable

• Consultable

• Informable

• Omittable

See https://github.com/joelparkerhenderson/racio_matrix

Stakeholder analysis

Stakeholder analysis starts by gathering this information:

• Name

• Title

• Contact information

• Communication preferences

• Role in the organization

• Role on the project

• Key concerns (e.g. goals, needs, issues, interests, opinions)

• Key offerings (e.g. skills, resources, controls, connections)

• Relevant suggestions (e.g. for people, processes, tools, scopes)

• Relevant relationships (e.g. with stakeholders, projects, organizaitons)

• Relevant analysis (e.g. SBS, OKR, KPI, VSM, SMART, SWOT, PEST, RAID)

See https://github.com/joelparkerhenderson/stakeholder_analysis

Stakeholder salience

Stakeholder salience means understanding the relative priorities of needs

To do this, one way is to estimate any of the concepts below, on a scale of low, medium, high:

• Power

• Interest

• Commitment

• Support

• Influence

• Need

• Urgency

• Understanding

• Legitimacy

• Willingness to engage

• Necessity of involvement

See https://github.com/joelparkerhenderson/stakeholder_analysis

ADKAR change management model

ADKAR change management model means:

• Awareness

• Desire

• Knowledge

• Ability

• Reinforcement

See https://github.com/joelparkerhenderson/adkar_change_management

TEAM interpersonal aims

TEAM interpersonal aims means:

• Talk

• Evaluate

• Assist

• Motivate

See https://github.com/joelparkerhenderson/team_focus

FOCUS analytical aims

FOCUS analytical aims means:

• Frame

• Organize

• Collect

• Understand

• Synthesize

See https://github.com/joelparkerhenderson/team_focus

Process

TOGAF management

TOGAF management capabilities list:

• Financial Management

• Performance Management

• Service Management

• Risk Management

• Resource Management

• Communications and Stakeholder Management

• Quality Management

• Supplier Management

• Configuration Management

• Environment Management

Domain Driven Design

Domain Driven Design links:

• Ubiquitous Language

• Bounded Context

DMADV Design For Six Sigma

DMADV project methodology is known as Design For Six Sigma (DFSS) and features 5 phases:

• Define design goals that are consistent with customer demands and the enterprise strategy.

• Measure CTQs (characteristics that are Critical To Quality), capabilities, prrisks etc.

• Analyze to develop and design alternatives

• Design an improved alternative, best suited per analysis in the previous step

• Verify the design, set up pilot runs, implement the production process and hand it over to the process owner(s).

DMAIC

DMAIC stands for:

• Define

• Measure

• Analyze

• Improve

• Control

DDICA

DDICA stands for:

• Design

• Develop

• Initialize

• Control

• Allocate

SIPOC

SIPOC stands for:

• Supplier

• Input

• Process

• Output

• Customer

ICOM

ICOM stands for:

• Inputs

• Cntrols

• Outputs

• Mechanisms

Performance

Maturity models

Maturity models typically have these kinds of levels:

• 0 = None, Never, Negligible, Not Applicable

• 1 = Initial, Informal, Implicit, Irregular, Inconsistent, Individual-usage.

• 2 = Developing, Describing, Duplicating, Department-usage.

• 3 = Standardizing, Specifying, Scaling, Service-oriented, Segment-usage

• 4 = Managing, Measuring, Mainstreaming, Mission-oriented, Mass-usage

• 5 = Optimizing, Orchestrating, Ongoing, Opportunity-oriented, Organization-usage

See https://github.com/joelparkerhenderson/maturity_models

Value stream mapping (VSM)

Value Stream Mapping (VSM) starts with three major categories:

• Value Adding (VA): any activity that your external customers value and are willing to pay for.

• Necessary Non-Value Adding (N-NVA): any activity that is necessary but does not add value, for example any necessary support processes, legal regulatory requirements, etc.

• Unnecessary Non-Value Adding (U-NVA): any activity that is unnecessary, a.k.a. waste.

See https://github.com/joelparkerhenderson/value_stream_mapping

Software quality attributes

Software quality attributes:

PERT: Program Evaluation and Review Technique

Program Evaluation and Review Technique (PERT) has four major timing areas:

• critical path

• lead time

• lag time

• float or slack

RAID

RAID means:

• Risks

• Assumptions

• Issues

• Dependencies

Application architecture matrix

Application architecture matrix ideas to consider:

• Application/Organization matrix

• Application/Role matrix

• Application/Application Interaction matrix

• Application/Function matrix

See also

Current state vs. future state

The exercise idea: assess the current state of the organizations/groups/individuals, and compare that to the desired future state.

Wordbook of terminology

• 5 Whys

• 5 Whys and root cause analysis (RCA)

• Agile management

• Extreme project management

• Program evauation and review technique (PERT)

• Domain-driven design (DDD)

• ADKAR change management model: Awareness, Desire, Knowledge, Ability, Reinforcement

• ADKAR change management model (repo)

• Responsibility assignment matrix (RAM)

• RACIO: Responsible, Accountable, Consultable, Informable, Omittable (repo)

• SIPOC: a tool that summarizes using supplier, input, process, output, customer.

• CTQ tree: ) are the key measurable characteristics of a product or process whose performance standards or specification limits must be met in order to satisfy the customer.

• SMART critera: Specific, Measurable, Actionaable, Relevant, Timely

• TEAM interpersonal aims: Talk, Evaluate, Assist, Motivate

• FOCUS analytical aims: Frame, Organize, Collect, Understand, Synthesize

• Strategic balanced scorecard (SBS)

• Management by objectives (MBO)

• Programmer competency matrix

• Objectives and key results (OKR)

• Key performance indicator (KPI)

• Value stream mapping (VSM)g

• Quality filter mapping

• Design for Six Sigma (DFSS)

• Six Sigma

• DMAIC: Define, Measure, Analyze, Improve, Control

• RAID: Risks, Assumptions, Issues, Dependencies

• TOGAF: The Open Group Architecture Forum