Communication and stakeholder management common test points
1. Contents of the communications management plan
- Stakeholder Communication Needs
- Description of communication information, including format, content, level of detail, etc.
- Reason for posting information
- Specific personnel responsible for information communication
- Authorization of specific personnel responsible for information confidentiality
- The person or organization receiving the information
- Choice of communication channels
- The technology or method required in the process of information transmission
- The various resources that must be allocated to communicate effectively, including time and budget
- Communication frequency, such as weekly communication, monthly communication, daily progress report, etc.
- Escalation process, for problems that cannot be solved by the lower layer, determine the time requirements and escalation path for the problem to be reported
- During the course of the project, the method of updating and refining the communication management plan
- General Glossary, Glossary
- Project information flow diagram, work flow chart, authorization sequence, report checklist, meeting plan
- Various constraints that may exist in the communication process
- Communication Work Instructions and Related Templates
- Other aspects that are conducive to effective communication (can be listed based on experience)
2. Main content of the project performance report
- How resources are used to accomplish project goals
- Project progress and adjustments
- Project Completion
- Total project investment and funds in place
- Actual expenditure of project funds
- The main benefits of the project
- financial performance
- Project Team Performance
- Problems existing in project execution and improvement measures and solutions
- predict
- change request
3. Common problems in communication
- lack of clear communication channels
- There is a physical distance between the sender and receiver
- The communication parties do not understand each other's technical language
- Distracting environment with communication noise
- Harmful attitudes such as hostility and distrust
4. How to take effective measures to improve communication
- There is a difference between inside and outside communication
- Informal communication contributes to rapport
- Use acceptable communication style
- Principles of Escalation in Communication
- remove barriers to communication
- Use of project management information systems
- build communication infrastructure
- Use project communication templates
- Grasp the basic principles of project communication
- develop better communication skills
- Grasp the interpersonal communication style
- good conflict management
- effective meeting
- Create a communications management plan
- command room (war room)
5. How to Hold an Effective Meeting
- Establish a regular meeting system in advance
- Give up optional meetings
- Clarify the purpose and expected outcome of the meeting
- Post meeting notice
- Send meeting materials to participants before the meeting can use video equipment
- clear meeting plan
- Summarize and refine conclusions after the meeting
- meeting minutes
- Do a good job in the logistics of the meeting
Common test points of contract management
1. Contents and terms that should be paid attention to when signing the contract
- Product goals and scope of the project
- Quality acceptance standard, quality acceptance standard is a key indicator, including product quality and technical requirements, acceptance process, acceptance standard, etc.
- Acceptance Time
- Payment method of project cost and project payment
- contract modification agreement
- technical support service
- penalty for damages
- contract attachment
- legal notarization
- Liability for breach of contract and dispute settlement methods
2. Common problems in contract management
- No contract or incomplete terms
- The terms of the contract are unclear (product or service scope target, time, place, quality requirements, cost, etc.)
- Did not do a good job in the investigation before signing the contract, the contract was signed too hastily
- Failure to take steps to ensure a consistent understanding of the terms of the contract between contracting parties
- There is no corresponding record left during the execution of the contract
- There is no corresponding contract change in the project change
- Party A and Party B have not reached an agreement or commitment on the scope of the project; there is a lack of clauses related to liability for breach of contract
- Missing clauses related to change handling
- Lack of claims and dispute handling clauses
3. Responses to contract management issues
- Reorganize and confirm the requirements, and obtain the approval of all parties
- Sort out and determine the scope, progress and quality requirements, and confirm the acceptance criteria after mutual agreement
- Clear the contract with Party A, make supplementary agreements, etc.
- When necessary, the senior management of the company and the customer should be requested to communicate and coordinate to reach a principle on the change of the contract and the continuation of the project
- Communicate in a timely and effective manner, prepare the acceptance and closing documents in advance, and submit them to the customer
Common test points of procurement management
1. Contents of Procurement Management Plan
- Type of contract to be adopted
- Whether independent estimates are used as the evaluation criterion, who prepares independent estimates, and when independent estimates are performed
- What actions can the project management team itself take if the executing organization of the project has a purchasing, contracting or outsourcing department?
- Standard procurement documents (if required)
- Manage multiple suppliers
- Coordinate procurement with other aspects of the project, such as determining progress and performance reporting
- Any constraints and assumptions that could affect the planned procurement
- Make self-made outsourcing decisions and link with the activity resource estimation process and the development of schedule planning process
- Determine the date schedule for the deliverables specified in each contract and coordinate with the schedule development process, schedule control process
- Identify performance bonds or insurance contracts to mitigate project risk
- Provide guidance to sellers to help them develop and maintain work breakdown structures
- Determine the form and format to use for procurement or statement of work
- Identify prequalified sellers
- Metrics for managing contracts and evaluating sellers
2. The purpose of enterprises adopting outsourcing in procurement
- Reduce costs, reduce the personnel costs of enterprise organizations and the cost of obtaining services
- Improve efficiency
- gain expertise
- Improve service and quality
- Get extra management time
- Focus on core services and develop core competitiveness
- transfer risk
- Reduced capital investment
- cash flow
3. What measures are taken to ensure that the procurement arrives on time
- It is necessary to sign and confirm the arrival time of the purchased equipment with the manager of the purchasing department, and clarify the consequences of the delay in the arrival of the purchased equipment
- Strengthen communication with the purchasing department, and follow up the arrival of purchased equipment from time to time, so as to take timely measures
- In the procurement contract, there must be punitive measures for the delayed arrival of the relevant procurement equipment, so that the supplier can pay attention to the relevant work
- Communicate with the company's senior management and the customer in a timely manner when they are informed of the delayed arrival of the equipment
Change management common test points
1. Change Control Process
- Communicate first, apply in writing
- Assess change impact (scope, schedule, cost, quality, etc.) and communicate impact to stakeholders
- CCB approves according to the process
- If the change approval is not passed, the change will be canceled and included in the monitoring; if the change approval is passed, the project management plan and project documents will be adjusted and updated, and stakeholders will be notified
- Implement changes as required and document change implementation
- Verify changes, archive
2. Potential impact of poorly done change work
- Failure to follow a formal change control process, which could lead to an uncontrolled and non-traceable process for (scoped) requirements changes
- Failure to conduct a complete analysis of the impact of the change may result in an inability to fully understand the impact of the change on the project's schedule scope, cost, quality, etc.
- Failure to modify and update the project management plan may lead to a large deviation between the actual work content and the plan, making the project management plan unable to guide project implementation
- Failure to modify the corresponding technical documents may lead to incompatibility between requirements, design and coding, which is not conducive to later testing and future maintenance work
- Version management and configuration management are not done well, which may lead to failure to restore the project to the state before the change after the change fails
- Failure to allow the user to confirm the final result may lead to disagreement between the two parties on the change result, which is not conducive to project acceptance and final delivery
3. Possible issues with change management
- Failure to submit a written change request
- The composition of the change control committee is unreasonable. It should include customer representatives, preferably senior managers, and have a clear division of labor
- Almost all changes were approved and accepted, indicating that CCB did not strictly control the submission of project change applications and did not carefully review them
- Change requests do not leave a written record
- No post-change review, no analysis of the impact of the change
- Failure to inform the change proposer of the possible impact of the change, should exert influence on the change factors, communicate actively, and confirm the necessity of the change
- Failure to strictly follow the change control process for change management
- Changes are not recorded and documented, resulting in changes that cannot be traced
- The results of the change have not been formally verified and not confirmed by the customer
- It should not be up to the project manager or someone else to accept or reject changes
- There is no corresponding change contract after project change
4. Responses to change management issues
- Invite representatives of customers, relevant business leaders and senior leaders to join the change control committee
- Influence changes, confirm the necessity of changes, and actively communicate with stakeholders
- Review and demonstrate the change, and confirm that the information of the change is complete and feasible
- Analyze the impact of changes on schedule, cost, quality, etc., and inform relevant personnel
- Monitor and track the implementation of changes, record change information and form documents for easy traceability
- Evaluate the effect of changes
- Strictly follow the change control process for change management, and reject unnecessary change applications to ensure the validity of approved changes
- Changes should be rigorously validated and confirmed by relevant stakeholders
Common test points of risk management
1. Contents of the risk management plan
- methodology. Determine the methods, tools and data sources that can be used to implement project risk management
- Roles and Responsibilities. Identify the supervisors, support staff, and risk management team members for each activity in the risk management plan. Assign people to these roles and describe their responsibilities. And estimate the cost required for risk management, and incorporate it into the project cost baseline
- Make a schedule. Determine how much and how often to implement the risk management process throughout the project lifecycle and identify risk management activities that should be included in the project schedule
- Risk classification
- Definition of Risk Probability and Impact
- Probability and Impact Matrix. Prioritize risks based on their potential impact on the achievement of project objectives
- Stakeholder acceptance of modifications. Stakeholder tolerance levels can be revised during the risk management planning process to suit specific projects
- Reporting format. Describe the content and format of the risk register, and any other risk reporting required, defining how the results of the risk register process will be documented, analyzed and communicated
- track. Describe how aspects of risk activity will be documented for use in current projects, for future needs, or for the lessons learned process.
2. Contents of risk identification and risk classification
| Content of risk identification | Risk classification |
|---|---|
| ① Identify and determine the potential risks of the project ② Identify the main factors that cause these risks ③ Identify the possible consequences of project risks |
Demand risk; technical risk; policy risk; legal and regulatory risk; market risk; operational risk; team risk; key personnel risk; scope, cost, quality and other risks; |
3. Principles of risk identification
- From thick to thin, from thin to thick
- Strictly define the connotation of risk and consider the correlation between risk factors
- Doubt first, rule out later
- Both exclusion and confirmation are emphasized, and the risks that cannot be ruled out but cannot be confirmed must be considered according to confirmation
- Experimental demonstration can be made if necessary
Common Test Points of Configuration Management
1. The main work content of configuration management
Configuration management includes six main activities: formulation of configuration management plan, configuration identification, configuration control, configuration status report, configuration audit, release management and delivery; the general process of configuration management is as follows:
- Establish and maintain an organizational policy for configuration management
- Develop a project configuration management plan
- Determine Configuration Identification Rules
- Implement change control
- report configuration status
- Conduct a configuration review
- Perform version management and release management
2. Possible problems in configuration management
- The configuration management system and mechanism are not established, and the configuration management is chaotic
- No dedicated configuration administrator is set up to manage the configuration comprehensively
- Did not do a good job of overall version management
- Failure to establish a baseline, resulting in inability to correspond to requirements, design, and coding
- Not doing a good job of change management
- Lack of overall project management trade-offs
- Lack of various unit tests and integration tests
- Inexperienced configuration managers
- Ineffective evaluation of configuration management tools
- No training on the use of configuration tools and configuration management
- No configuration management plan in place
- The configuration management mechanism and rights management are not established, and the configuration management is chaotic
- No configuration management process defined
3. Responses to configuration management issues
- Establish a configuration management committee, strengthen the training of configuration personnel or introduce experienced personnel if necessary
- Introduce configuration management tools and conduct effective assessments
- Develop an effective configuration management plan
- Establish a configuration management mechanism and strictly manage permissions
- Do a good job in configuration, including identifying configuration items, establishing a foundation, and doing a good job in version management, etc.
- Define a reasonable configuration management process and develop a reasonable change control process
- Identify configuration items and establish a unique identifier for configuration items to ensure that configuration items are traceable
- Establish a configuration baseline to keep important configuration items under control
- Regularly submit configuration status reports to improve configuration management methods