CSQA Questions Bank

The workbench transforms to the input to produce the output. The workbench is comprised of two procedures: Do and Check, which correspond to the Do and Check phases of the PDCA cycle. If the Check procedure determines that the standards for the output product are not met, the process engages in rework until the output products meet the standards, or management makes a decision to release a nonstandard product. People, skills, and tools support the Do and Check procedures. A process is defined by workbench and deliverable definitions. A process is written with the assumption that the process owners and other involved parties possess certain skill and knowledge levels (subject matter expertise).

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Organizations choose to adopt a model for any or all of the following reasons:

Satisfy business goals and objectives

If the current infrastructure and processes are not meeting business goals and directives, adopting a model can refocus the IT organization to meet those goals and objectives.

Requirements are imposed by customer(s)

In an effort to improve efficiency and effectiveness, key customers may direct the IT organization to adopt a model.

For competitive reasons

External customers may only do business with an IT organization that is in compliance with a model.

As a guide (roadmap) for continuous improvement

A model usually represents the combined learning of leading organizations, and, as such, provides a roadmap for improvement. This is particularly true of continuous models.

Risk management is the process used to identify, analyze, and respond to a risk. Identifying, analyzing, and prioritizing risks require knowledge of the business functions, and user involvement. The Project Management Institute's Project Management Body of Knowledge(PMBOK) defines the following four processes to address risk management. The PMBOK also notes that different application areas may use different names for these four processes.

Risk Identification

Risk Quantification

Risk Response Development

Risk Response Control

This discussion of risk management addresses six processes, which have the following mapping to the PMBOK processes.

Risk Identification

Risk Identification – this process answers the question "What are the risks?"

Risk Quantification

Risk Analysis - this process answers the question "Which risks do we care about?"

Risk Prioritization - this process answers the question "How are the risks prioritized?"

Risk Response Development

Planning - this process answers the question "What should be done about the risk?"

Risk Response Control

Risk Resolution – this process executes the plan that was developed in the prior step.

Risk Monitoring – this process evaluates the action taken, documents the risk results and repeats the cycle of identification, quantification and response.

Actual experience with measurement suggests that recurring costs of 2 - 3% of direct project costs are adequate for data collection and analysis and for project tracking and monitoring. This small price buys real help in meeting project goals, and in increasing project control through better budgeting, problem anticipation, risk reduction, and incremental process improvement.