May 30, 2013 1 Comment
This is the third of a five-part discussion, providing a method for evaluating the relative risk of a meeting or workshop.
The method follows the steps below:
- Review the risk assessment questions from prior worksheets or those that follow.
- Use the FAST risk analysis worksheets to capture your answers and compute a score.
- Use this score as a basis for the risk-skill matching described in the risk-skill map section.
The complexity factors measure the existing structure of the business and the volatility of the requirements. This measures how difficult it will be to understand and organize the requirements.
- Project Type: The project may best be described as? not applicable (ie, a planning session), replacement for an existing process, modification for an existing process, or a new process. Is the project a replacement or a new effort? If it is a replacement, is the current process primarily automated or manual? A new effort would indicate that the business process is new.
- Replacement Percentage: What percentage of existing functions can be replaced on a one-to-one basis? For replacement projects, what percentage of the existing functions needs no change to processing rules and process flows?
- Project Complexity: What is the project complexity? From an engineering perspective what is the degree of complexity of the project? Is this technically less complex, about the same, or technically more complex than other projects?
- Changes: How severe are the procedural changes with the proposed project? From a business processing perspective, what degree of change will the new project introduce to the overall conduct of business? When viewed through the eyes of the person carrying it on, will the project dramatically change the way business works? Will revised business procedures be required for workflow?
- First Time: Are the proposed methods or procedures first of kind for the project team? Has the project team used the proposed methods and procedures before? For example, if using a new methodology and a new tool to support it, does the project team have experience with it?
- First for Business: Are the proposed methods or procedures first of kind for the business? This question is similar to question 5 above but from the business side. Does the business have experience with the methodology? This question refers to the people responsible for creating the request—not necessarily the person working with the workflow.
- Business Acceptance: Will the business readily accept the proposed methods and procedures for developing the requirements? Will the business resist the methods used to extract and present the information? If so, answer “no” to the question. This question refers to the people responsible for specifying the information—not necessarily the final doer.
- Team Acceptance: Will the project team readily accept the proposed methods and procedures for developing the requirements? Will the project team resist the methods and procedures for information gathering and presentation. If so, answer “no”.
- New Technology: Is new or unfamiliar technology needed? Can the business (the final doer) easily make the switch to the new equipment required by the project, or will an extensive training and installation effort be required?
- Success Dependent: Is the project’s success dependent on new technology? Does performance of new technology play a key role in the success of the project?
- Structure: What is the rating of predetermined structure for the new project? The predetermined structure rating is:
- high—requires little or no procedural changes at the doer level,
- medium—requires a moderate or average level of procedural change at the doer level,
- low—requires a high amount of procedural changes and doer education.
- Outside Purchase: Are purchased or outside sources being used? Is the project based on outside purchases? If so, to what degree? Purchased software may also include reusable functionality modified in-house.
- Vendor Support: How good is vendor support of the outside purchases? What is vendor’s track record concerning support in general and the specific purchase in particular? What support is available for in-house modified technology or software?
Become Part of the Solution, Improve Your Facilitation Skills
The FAST curriculum on Professional Facilitation Skills details the responsibilities and dynamics mentioned above. Remember friends, nobody is smarter than everybody, so consult your FAST Facilitator Reference Manual or attend a FAST professional facilitative leadership training workshop offered around the world (see MG Rush for a current schedule — an excellent way to earn 40 PDUs from PMI, CDUs from IIBA, or CEUs).
Daring you to embrace the will, wisdom, and activities that amplify a facilitative leader.
- A “Plan” May Be Defined as “Who Does What (and When)” and Answers 10 Questions (facilitativeleadership.wordpress.com)
- The Art of Project Management: Success (slalom.com)