Broad approach toward developing a new process with an enterprise-level
Discuss:
Evaluate the scenario. Was this result foreseeable? Why or Why not? Explain what you think could have been done to enhance the risk readiness for this project.
Choose some techniques that the team could have used in this situation to identify both internal and external risks to project success. Justify your choices. Describe the techniques for evaluating the likelihood of each risk and its impact on the project if it occurs.
Evaluate which elements should be part of a written plan to deal with high potential risks and elements that might have major consequences for a project.
Question 3:
Communicate for Project Success: Scenario: A major enterprise-level business process development project was initiated. Early in the project, it was clear that each constituent business unit had different needs. An active executive sponsor pushed for a steering committee representation from all business units. The team began by gathering requirements across business units. All levels of the organization were represented—executives, middle managers, and frontline workers. Requirements were translated into specifications and communicated to the business units. Prior to steering committee meetings, decision makers received detailed information on the project’s status and progress in meeting requirements.
Result: The team developed a broad approach toward developing a new process with an enterprise-level core that allowed customization among the business units. The project achieved the desired results and received customer acceptance at the business unit level. The executive sponsor (also the primary customer at the enterprise level) was applauded for his business acumen, while the direct project sponsor continued on her path for promotion from the assistant VP to being the VP of the organization.
Sample Solution
Strategic planning is the process through which an organization defines its strategy and decides how to allocate resources to achieve that strategy. It is vital to comprehend the existing state of the organization and the various options available to it in order to select its future course of action. At least one of three important questions is addressed in strategic planning: This is considered as a process in many organizations for defining where the organization is heading in the following year or, more commonly, three to five years, but some organizations extend their vision beyond 20 years. Last but not least, how can we excel?
