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Please answer each question carefully. This information is being collected for an assessment related to project management maturity at Dakota County. The information collected from the assessment will help to determine possible areas of improvement as well as training and resource opportunities. We would appreciate your candid opinions. All information collected on the survey is confidential. If you have any questions please contact Jessie Parker Carlson or Andrea Kodner-Wenzel.
Throughout this survey you will be asked questions about project, program, and portfolio management. For the purpose of this survey a definition of each is provided below.
Project: Temporary endeavor undertaken to create a unique product, service, or result.
Program: A group of related projects managed in a coordinated way to obtain benefits and control not available from managing them individually.
Portfolio: A collection of project and/or programs and other work that is grouped together to facilitate effective management to meet strategic business objectives. |
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* A sponsor is an individual or a group that provides resources and support for the project, program, or portfolio, and is accountable for enabling success. Are you a sponsor for projects, programs, or portfolios? |
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* Are you responsible for selecting programs and projects for your Division or Department? |
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* Do you use defined criteria to select programs and projects for your Division or Department? |
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* How effective is the process for selecting programs and projects? |
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* How effective is your process for ensuring a balance of high risk/high reward programs and projects in your Division or Department’s project portfolio?
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* A benefits realization plan is a tool to make sure you actually get the intended benefits (outcomes, changed processes) originally planned for programs and projects. Does your Division or Department use a benefits realization plan with defined metrics to assess progress in realizing them? |
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* How effective is your benefits realization plan? |
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* Which of the following best practices for effective project management are currently used by your project and program managers? (Select all that apply.)
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* The Organizational Project Management Maturity Model (OPM3) shows increasing maturity in project, program and portfolio management as organizations move from standardizing to measuring, controlling and continuously improving their processes. Which of the following best describes your division or department’s current level of maturity? |
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* Which of the following best describes the level of maturity that you feel is needed for your Division or Department? |
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| What additional training in project, program, or portfolio management would be helpful for you or your staff? | | |
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| Please use this field to add any of your own comments or suggestions. | | |
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* Which of the following best describes your level of project management training? (Select all that apply.) |
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* A project charter is a document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. Do you use a project charter for your projects? |
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* How useful is your project charter? |
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* A project management plan is the document that describes how the project will be executed, monitored and controlled, and closed; a program management plan is a document that integrates the program’s subsidiary plans and establishes the management controls and overall plan for integrating and managing the program’s individual components. Do you use a program or project management plan? |
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* How useful is your program or project management plan? |
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* A work breakdown structure (WBS) is an ordered breakdown of the total scope for work to be carried out by the project team to accomplish the project objectives and create the required deliverables. Do you use a work breakdown structure or program work breakdown structure for your projects or programs? |
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* How useful is your project or program work breakdown structure? |
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* A scope baseline is an approved version of a scope statement, work breakdown structure (WBS), and its associated WBS dictionary, that can be changed only through formal change control procedures and is used as a basis for comparison. Do you use a scope baseline for your projects?
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* How useful is your scope baseline? |
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* Do you complete an initial cost estimate for your programs or projects? |
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* How useful is your initial cost estimate when compared to actual costs? |
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* A human resource management plan is a component of the project or program management plan that describes the roles and responsibilities, reporting relationships, and staff management. Do you utilize a human resource management plan for your projects? |
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* How useful is your human resource management plan? |
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* A communications management plan is a component of the project, program, or portfolio management plan that describes how, when, and by whom information will be administered and disseminated. Do you use a communications management plan for your programs or projects? |
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* How useful is your communications management plan? |
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* A risk management plan is a component of the project or program management plan that describes how risk management activities will be structured and performed. Do you use a risk management plan for your programs or projects? |
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* How useful is your risk management plan? |
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* A procurement management plan is a component of the project or program management plan that describes how a team will acquire goods and services from outside of the performing organization. Do you use a procurement management plan for your programs or projects? |
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* How useful is your procurement management plan?
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* A team charter is a document that is developed in a group setting that clarifies team direction while establishing boundaries. Do you use a team charter?
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* How useful is your team charter?
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* Integrated change control is a process concerned with ensuring that changes in the project are managed in a controlled, integrated way and follow the defined reviews and approval procedures including updates to the documentation and plans. Do you use an integrated change control process for your programs or projects? |
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* How useful is your integrated change control process? |
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* Do you use a process for tracking the progress of your programs or projects?
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* How useful is your process for tracking the progress of your programs or projects? |
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* A business case is a justification for a proposed project, program or undertaking on the basis of its expected benefit. Do you use a business case for your programs or projects? |
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* How effective is your business case in stating the benefits of your proposed programs or projects? |
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* How effective is your business case in ensuring that your programs or projects are aligned to Dakota County’s strategic goals and objectives? |
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* A stakeholder is an individual, group, or organization who may affect, be affected by, or perceive itself to be affected by a decision, activity, or outcome of a project or program. Do you identify stakeholders for your programs or projects? |
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* How important is it to you to identify stakeholders? |
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* Stakeholder engagement is the process by which an organization involves people who may be affected by the decisions it makes or can influence the implementation of its decisions. Stakeholder engagement may include a process for turning negative or neutral stakeholders into positive proponents. Do you use a stakeholder engagement plan in managing your programs and projects? |
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* How useful is your stakeholder engagement plan? |
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* How useful is your process to turn negative or neutral stakeholders into positive proponents? |
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* A sponsor is a person or group who provides resources and support for the project, program, or portfolio and is accountable for enabling success. Do you have sponsors for your projects or programs? |
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* How important is your sponsor to your work?
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* The critical path is the sequence of activities that represents the longest path through a project, which determines the shortest possible duration. Do you utilize critical path in your projects or programs? |
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* How important is it to you to know the critical path of the activities on your projects? |
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* A roadmap is a graphical, high level overview of the project or program’s goals and deliverables presented on a timeline. It is a useful tool for managing stakeholder expectations, as well as for communicating plans and coordinating resources with other teams. Do you use a roadmap to manage your projects or programs? |
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* How important is your roadmap in assisting you in managing your projects or programs and informing stakeholders of your progress? |
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* How involved are you in actual execution of the work on your programs or projects? |
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* How engaged are your team members in your projects? |
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* Knowledge transfer/sharing is the process of transferring knowledge from one part of the organization to another. Do you use a knowledge transfer process in your programs or projects? |
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* How effective is your knowledge sharing/knowledge transfer process? |
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* Project closure is the process of closing a project or program which includes collecting lessons learned, preparing a final report, and officially handling administrative tasks. Do you use a project closure process for your projects and programs? |
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* How effective is the process to get your sponsor to officially recommend closure of the program or project? |
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* How effective is your process for closing a project or program? |
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* Does the County use defined criteria to select programs and projects?
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* How effective is the process for selecting programs and projects to pursue?
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* A benefits realization plan is a tool to make sure you actually get the intended benefits (outcomes, changed processes) originally planned for programs and projects. Do you use a benefits realization plan with defined metrics to assess progress in realizing them? |
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* How effective is your benefits realization plan? |
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* How effective is the process to learn about any internal or external changes that may impact your programs or projects?
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* In managing communications, how interested are your stakeholders in the reports you prepare?
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* Sometimes projects or programs within the County are interrelated or there are interdependencies between them. Are there are interdependencies between your project and other internal projects? For example, does a task on another project have to be completed before a task can be completed on your project? |
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| What additional training in project, program, or portfolio management would be helpful for you? | | |
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| Please use this field to add any of your own comments or suggestions. | | |
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* Which of the following best describes your level of involvement as a team member on a project? |
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* A team charter is a document that is developed in a group setting that clarifies team direction while establishing boundaries. It is developed early during the formation of the project team. Have any of the projects you participated in utilized a team charter? |
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* Did you participate in building the team charter(s)? |
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* Did you understand the team charter(s)? |
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* Was the team charter(s) useful? |
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* Overall, how involved are you or will you be engaged in the actual execution of the work on your project(s)?
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* If you are a team member on more than one project, are you engaged more heavily in some projects than others? |
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* What contributes the most to your engagement on a project(s)? (Select all that apply.) |
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* A project charter is a document issued by the project initiator or sponsor that formally authorizes the existence of a project and provides the project manager with the authority to apply organizational resources to project activities. Is a project charter used for your projects? |
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* How useful is the project charter?
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* Do you have a good understanding why the program or project you are assigned to was approved? For example, you know what outcome is expected and understand how it will benefit the County or its customers? |
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* A program or project management plan is a document issued by the program/project manager that formally describes the purpose of the project, what it includes and does not include, generally how the project team will go about completing the project, and what will be produced by the project. Is a program or project management plan used on your projects? |
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* How useful is your program or project management plan?
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* A stakeholder is a person, group or organization that has interest in the program or project. Have all the key stakeholders been identified for your projects? |
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* Is your list of stakeholders clearly documented? |
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* Do you know why they are considered stakeholders?
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* A work breakdown structure (WBS) is an ordered breakdown of the total scope for work to be carried out by the project team to accomplish the project objectives and create the required deliverables. Is a work breakdown structure used on your projects? |
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* How useful is the work breakdown structure? |
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* A change control process is a process whereby modifications to documents, deliverables, or baselines (approved versions of the project plan, WBS) associated with the project are identified, documented, approved, or rejected. Is a change control process being used on your projects? |
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* Overall, how useful is the change control process? |
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* The critical path is a sequence of activities that represents the longest path through a project. If the tasks on the critical path are not completed when they are planned, the project completion date may need to be extended. Has your program/project manager communicated the critical path for your projects? |
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* A process may be used to track the progress of the tasks assigned to you on the project. Is a process being used to track the progress of your tasks for your projects? |
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* Is the process to track progress of tasks being used consistently with all team members? |
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* How useful is the process used to track the progress of tasks? |
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* A communication plan describes the types of communication that will be used during the project, the recipients of those communications, and the form in which communication should occur. Is a communication plan being used for your projects? |
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* How useful is the communication plan? |
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* Risk assessment/risk management identifies and manages areas of uncertainty that can impact a program or project. Is a risk assessment being completed for your projects? |
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* Did you participate in the risk assessment? |
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* How useful is the risk assessment? |
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* Problem tracking provides an organized approach to tracking, management, and resolution of defects, issues, problems, and risks throughout project. Is a problem tracking process being used for your projects? |
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* How useful is the problem tracking process? |
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* Sometimes projects within the County are interrelated or there are interdependencies between them. Do you know if there are interdependencies between any of your projects and other internal projects? For example, does a task on another project have to be completed before a task can be completed on your project?
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* Are interdependencies/interrelationships clearly documented so you know the impact of these projects on each other? |
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* Sometimes external factors outside the County will have a positive/negative influence on a project. Do you know if external influencing factors have been assessed? |
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* At the end of a program or project, often the program or project manager will conduct a lessons learned meeting before closing a project. The outcome of the lessons learned meeting is a document describing successes, opportunities for improvement, failures, and recommendations for improving the performance of future projects. Have you been involved with collecting lessons learned? |
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* Did you think collecting lessons learned was beneficial? |
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* Is it clear how the lessons learned would be used after the project was completed? |
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| What additional training in project, program, or portfolio management would be helpful for you? | | |
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| Please use this field to add any of your own comments or suggestions. | | |
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