Delivery/Outcomes Business Outcomes

Question 1

Financial Cost Management>Financial Management

Answer 1

1. Customer can manage financial data in a structure that aligns with the organizational financial data model
2. Customer can manage the actual costs and effort consumed while executing, and forecast the remaining costs and effort to completing the work
3. Customer can monitor financial performance against an approved baseline, identifying those likely to significantly over/underspend

Question 2

Program Management>Program Management

Answer 2

1. Customer can create work that will deliver a program, and associate to the program.
2. Customer can manage the program’s delivery, updating the roadmap based on the collection of key dependent work
3. Customer can update stakeholders on the program roadmap’s health, rolling up relevant execution data from the underlying work

Question 3

Work Management>Planning and Scheduling

Answer 3

1. Customer can implement a standardized work planning and scheduling process for work
2. Customer can plan work milestones and categorize these milestones to drive work status reporting
3. Customer can define the phases of work/activities at a level of detail that supports the work
4. Customer can use schedule templates to apply planning standards and to drive consistency and efficiency

Question 4

Work Management>Execution and Tracking

Answer 4

1. Customer can maintain a forward-looking plan of the remaining phases/activities and work required to execute to completion
2. Customer has a single, timely and accurate, organization-wide view of work status
3. Work status information feeds portfolio level status reporting
4. Customer can determine the performance of their work against financial and schedule baselines and be alerted to variances

Question 5

Work Management>Changes, Risks, and Issues

Answer 5

1. Customer has a standard and consistent method for capturing and managing work change requests, risks, and issues
2. Customer has a single, organization-wide, repository of change request, risk, and issue information, which can be automatically consolidated into work status reports
3. Customer can measure the volume of work risks and group and categorize them to understand the potential impact of risks on the successful delivery
4. Customer can measure the volume of work issues, and Customer can group and categorize them to identify work that could deliver late, over budget, or outside scope or quality
5. Customer can understand the impact of change requests on work schedules and financial plans and approve or re-baseline accordingly

Question 6

Work Management>Gated Governance

Answer 6

1. Customer can control the advancement of work through the delivery / execution process
2. Customer can ensure that the appropriate gated-governance process is applied to work, based on specific criteria
3. Customer can ensure that the approval and review actions have been assigned to the appropriate user, based on specific criteria
4. Customer can ensure all appropriate actions / steps have been taken before work is approved to process through the gate to the next stage / phase of the delivery process

Question 7

Work Management>Closure

Answer 7

1. Customer can ensure a consistent set of information is collected in relation to the closure of work
2. Customer has a consistent and repeatable work closure process
3. Customer can enforce different governance processes when work status is changed to cancelled, or placed on long-term hold

Question 8

Resource Management>Resource Information

Answer 8

1. Customer has a single, organization-wide, repository of resources and can define and group the resources based on different dimensions such as role, location, etc.
2. Customer can analyze and report on resource information

Question 9

Resource Management>Rates

Answer 9

1. Customer can calculate planned and actual labor cost for named resource assignments and role-based demand
2. Customer can accurately forecast labor cost based on planned rate changes

Question 10

Resource Management>Resource Availability

Answer 10

1. Customer can understand the impact of vacations, absences, and other overhead activities on resource capacity
2. Customer can determine the overall organizational capacity to deliver work
3. Customer has accurate information on the non-availability of resources to factor into the portfolio capacity planning and resource management processes

Question 11

Resource Management>Resource Assignments and Utilization

Answer 11

1. Customer can measure the demand for resources to deliver work, based on the organizational structure and resource (role) classifications
2. Customer can determine and visualize the overall utilization of resource teams.
3. Customer can assign demand to named resources
4. Customer can identify under- and over-utilized resources and take actions to optimize resource utilization
5. Customer can define the phases of work/activities at a level of detail that supports resource forecasting and planning
6. Customer can forecast the effort required to deliver the work, expressing this demand against the relevant organizational and resource role/type

Question 12

Resource Management>Time Management

Answer 12

1. Customer resources can report actual hours worked through their weekly timesheet
2. Customer can use timesheet data to update work schedules with actual effort and actual dates, and to determine costs using resource rates.
3. Customer can monitor timesheet status and measure compliance of timesheet submission and approval against the organizational targets, driving up-to-date work data and resource utilization data.
4. Customer can monitor variance between initial rough order of magnitude estimates, named resource assignments, and actual time reported.
5. Customer can monitor actual effort reported to timesheets and determine how this effort has contributed to the progress of the work

Question 13

Project Team Delivery>Task Management

Answer 13

1. Customer can provide team members with visibility into the project plan and linking Kanban boards and cards to planned activities
2. Customer can provide project managers with greater visibility into project teams’ progress and the status of key tasks, allowing them to easily identify any risks to delivery and re-plan as required

Question 14

Project Team Delivery>Document Management

Answer 14

1. Customer can store and manage all the project documentation in a single location
2. Template documents can be stored, version tracked, shared, reviewed, and sent for approval, as well as having approvals tracked

Question 15

Project Team Delivery>Collaboration

Answer 15

1. Customer can provide a collaborative team workspace that ensures team members have rapid and current access to the information and deliverables they are collaborating on, whether structured project work or unstructured other planned work
2. Customer can drive consistency and efficiency by creating workspaces based on pre-defined templates, including template plans, documents, boards, and cards

Question 16

Agile Program Management>Program/Team of Teams Backlog Management

Answer 16

1. Customer can visualize all planned and unplanned agile work on a program Kanban board
2. Customer can customize Kanban boards to reflect each program’s preferred processes
3. Customer can break work down into smaller increments, adding them to the program backlog and estimating size, value, or complexity as appropriate
4. Customer can easily visualize connections between and across teams to understand dependencies, proactively anticipate issues, and mitigate risks
5. Customer can carry out visual planning at the program level by utilizing work-in-progress limits on the program Kanban board
6. Customer can track how efficiently teams of teams can deliver work within a fixed period of time (e.g., a Program Increment) and use this data to inform future planning and management

Question 17

Agile Program Management>Program Execution

Answer 17

1. Customer can see if planned agile work is tracking with completion goals, the impact of any unplanned agile work, and the likelihood of achieving planned delivery dates
2. Customer can foster continuous improvement with insights and analytics into delivery trends across the team of teams
3. Customer can measure effectiveness, identify bottlenecks, anticipate future issues, and adapt program workflow to optimize performance

Question 18

Agile Team Delivery>Agile Backlog Management

Answer 18

1. Customer can visualize all planned and unplanned work on a team Kanban board
2. Customer can further break down agile work into smaller increments and add to the team backlog and estimating size as appropriate
3. Customer can dynamically prioritize and sequence work by size, value, and team capacity considerations
4. Customer can ensure teams remain aligned with strategic priorities by connecting work on team boards to program and portfolio Kanban boards

Question 19

Agile Team Delivery>Agile Execution

Answer 19

1. Customer can configure Kanban boards to reflect a team’s existing process or preferred work methodology (scrum, kanban, scrumban, and so on)
2. Customer can understand if planned work is tracking to completion goals and see the impact of any unplanned work, including the likelihood of achieving planned delivery dates
3. Customer can track progress and assess efficiency with Lean and Agile metrics including, throughput, and cycle time. These metrics can be used to enact a culture of continuous improvement by adjusting boards to reflect any required process changes

Question 20

Agile Team Delivery>Agile Costing

Answer 20

Customer can track the work being done by agile teams and use that data to automatically create timesheet entries for financial planning, including categorizing the work into capitalization or operational expenses.

Question 21

Outcomes>Value Realization

Answer 21

Customer can monitor and manage the revenue and benefits that the product is forecasted to deliver.