Module 6 Flashcards
How do you plan and manage compliance?
Confirm project compliance requirements. Identify and track these activities. These include both external and internal rules. Classify different requirements (privacy, information management, etc).
Consider the impact of project changes—will they put you out of compliance?
Test and validate compliance. Are you doing the things you said you would do? What are the consequences of not complying? Track anything for which you are risk of noncompliance.
Tools:
Variance analysis. How far off course are we?
Audits and sampling. Use quality assurance tools like Pareto chart (left vertical axis is frequency of occurrence, right vertical axis is the unit of measure, horizontal axis is the cause).
Deliverables are risk register updates, execution reports.
How do you evaluate the external environment?
Enablers:
Survey changes in the environment. Daily/weekly. Identify ones that can impact the project, both good and bad. keep awareness up. Assess and adjust prioritization as necessary. An example would be changing your backlog or WBS.
When changes happen, recommend options. Focus recommendations on business value.
Tools:
Change control boards can help you address backlog priorization.
Product owner is responsible for keeping his/her eyes open.
How to manage your backlog: Determine your bucketing system—categories, purpose, prioritization, etc. Arrange the items that should be on top. You should always be reorganizing. Don’t include any task below second priority; create a separate list to hold everything else. Assign scores to determine value. Re-evaluate the list constantly.
Deliverables: updated baselines. Use a content management system. Updated backlogs and roadmaps.
How can you support organizational change?
Enablers:
Assess your organizational culture. Can’t make changes if you don’t understand it. Identify the key influences. Check your OPAs and EEFs. Then evaluate the impact of organizational change on your project.
Also consider how the project impacts the organization. Get buy-in from key stakeholders.
Tools:
Kotter’s 8 steps. Create urgency, form a powerful coalition, create a vision for change, communicate the vision, remove obstacles, create short-term wins, build on the change, anchor the changes in corporate culture.
Demonstrate what change can do.
Deliverables:
The change management plan, the changes themselves, rollout plan, training, and cultural events.
How do you evaluate project value?
The value is the perceived benefits, importance, and usefulness of something. MVP says start with functionality. (Pyramid has functionality at the bottom, then reliability, then usability, then brilliant design.)
Investigate the benefits that are identified. What does the project do? Document agreement on ownership. Verify a measurement system to track benefits. Apprise stakeholders of the value gain process.
