├── CITATION.cff ├── CODE_OF_CONDUCT.md └── README.md /CITATION.cff: -------------------------------------------------------------------------------- 1 | cff-version: 1.2.0 2 | title: Discovery assessment 3 | message: >- 4 | If you use this work and you want to cite it, 5 | then you can use the metadata from this file. 6 | type: software 7 | authors: 8 | - given-names: Joel Parker 9 | family-names: Henderson 10 | email: joel@joelparkerhenderson.com 11 | affiliation: joelparkerhenderson.com 12 | orcid: 'https://orcid.org/0009-0000-4681-282X' 13 | identifiers: 14 | - type: url 15 | value: 'https://github.com/joelparkerhenderson/discovery-assessment/' 16 | description: Discovery assessment 17 | repository-code: 'https://github.com/joelparkerhenderson/discovery-assessment/' 18 | abstract: >- 19 | Discovery assessment 20 | license: See license file 21 | -------------------------------------------------------------------------------- /CODE_OF_CONDUCT.md: -------------------------------------------------------------------------------- 1 | 2 | # Contributor Covenant Code of Conduct 3 | 4 | ## Our Pledge 5 | 6 | We as members, contributors, and leaders pledge to make participation in our 7 | community a harassment-free experience for everyone, regardless of age, body 8 | size, visible or invisible disability, ethnicity, sex characteristics, gender 9 | identity and expression, level of experience, education, socio-economic status, 10 | nationality, personal appearance, race, caste, color, religion, or sexual 11 | identity and orientation. 12 | 13 | We pledge to act and interact in ways that contribute to an open, welcoming, 14 | diverse, inclusive, and healthy community. 15 | 16 | ## Our Standards 17 | 18 | Examples of behavior that contributes to a positive environment for our 19 | community include: 20 | 21 | * Demonstrating empathy and kindness toward other people 22 | * Being respectful of differing opinions, viewpoints, and experiences 23 | * Giving and gracefully accepting constructive feedback 24 | * Accepting responsibility and apologizing to those affected by our mistakes, 25 | and learning from the experience 26 | * Focusing on what is best not just for us as individuals, but for the overall 27 | community 28 | 29 | Examples of unacceptable behavior include: 30 | 31 | * The use of sexualized language or imagery, and sexual attention or advances of 32 | any kind 33 | * Trolling, insulting or derogatory comments, and personal or political attacks 34 | * Public or private harassment 35 | * Publishing others' private information, such as a physical or email address, 36 | without their explicit permission 37 | * Other conduct which could reasonably be considered inappropriate in a 38 | professional setting 39 | 40 | ## Enforcement Responsibilities 41 | 42 | Community leaders are responsible for clarifying and enforcing our standards of 43 | acceptable behavior and will take appropriate and fair corrective action in 44 | response to any behavior that they deem inappropriate, threatening, offensive, 45 | or harmful. 46 | 47 | Community leaders have the right and responsibility to remove, edit, or reject 48 | comments, commits, code, wiki edits, issues, and other contributions that are 49 | not aligned to this Code of Conduct, and will communicate reasons for moderation 50 | decisions when appropriate. 51 | 52 | ## Scope 53 | 54 | This Code of Conduct applies within all community spaces, and also applies when 55 | an individual is officially representing the community in public spaces. 56 | Examples of representing our community include using an official e-mail address, 57 | posting via an official social media account, or acting as an appointed 58 | representative at an online or offline event. 59 | 60 | ## Enforcement 61 | 62 | Instances of abusive, harassing, or otherwise unacceptable behavior may be 63 | reported to the community leaders responsible for enforcement at 64 | [INSERT CONTACT METHOD]. 65 | All complaints will be reviewed and investigated promptly and fairly. 66 | 67 | All community leaders are obligated to respect the privacy and security of the 68 | reporter of any incident. 69 | 70 | ## Enforcement Guidelines 71 | 72 | Community leaders will follow these Community Impact Guidelines in determining 73 | the consequences for any action they deem in violation of this Code of Conduct: 74 | 75 | ### 1. Correction 76 | 77 | **Community Impact**: Use of inappropriate language or other behavior deemed 78 | unprofessional or unwelcome in the community. 79 | 80 | **Consequence**: A private, written warning from community leaders, providing 81 | clarity around the nature of the violation and an explanation of why the 82 | behavior was inappropriate. A public apology may be requested. 83 | 84 | ### 2. Warning 85 | 86 | **Community Impact**: A violation through a single incident or series of 87 | actions. 88 | 89 | **Consequence**: A warning with consequences for continued behavior. No 90 | interaction with the people involved, including unsolicited interaction with 91 | those enforcing the Code of Conduct, for a specified period of time. This 92 | includes avoiding interactions in community spaces as well as external channels 93 | like social media. Violating these terms may lead to a temporary or permanent 94 | ban. 95 | 96 | ### 3. Temporary Ban 97 | 98 | **Community Impact**: A serious violation of community standards, including 99 | sustained inappropriate behavior. 100 | 101 | **Consequence**: A temporary ban from any sort of interaction or public 102 | communication with the community for a specified period of time. No public or 103 | private interaction with the people involved, including unsolicited interaction 104 | with those enforcing the Code of Conduct, is allowed during this period. 105 | Violating these terms may lead to a permanent ban. 106 | 107 | ### 4. Permanent Ban 108 | 109 | **Community Impact**: Demonstrating a pattern of violation of community 110 | standards, including sustained inappropriate behavior, harassment of an 111 | individual, or aggression toward or disparagement of classes of individuals. 112 | 113 | **Consequence**: A permanent ban from any sort of public interaction within the 114 | community. 115 | 116 | ## Attribution 117 | 118 | This Code of Conduct is adapted from the [Contributor Covenant][homepage], 119 | version 2.1, available at 120 | [https://www.contributor-covenant.org/version/2/1/code_of_conduct.html][v2.1]. 121 | 122 | Community Impact Guidelines were inspired by 123 | [Mozilla's code of conduct enforcement ladder][Mozilla CoC]. 124 | 125 | For answers to common questions about this code of conduct, see the FAQ at 126 | [https://www.contributor-covenant.org/faq][FAQ]. Translations are available at 127 | [https://www.contributor-covenant.org/translations][translations]. 128 | 129 | [homepage]: https://www.contributor-covenant.org 130 | [v2.1]: https://www.contributor-covenant.org/version/2/1/code_of_conduct.html 131 | [Mozilla CoC]: https://github.com/mozilla/diversity 132 | [FAQ]: https://www.contributor-covenant.org/faq 133 | [translations]: https://www.contributor-covenant.org/translations 134 | 135 | -------------------------------------------------------------------------------- /README.md: -------------------------------------------------------------------------------- 1 | 9 | 10 | # Discovery assessment 11 | 12 | Discovery assessment tools that can help project managment. 13 | 14 | Contents: 15 | 16 | * [Purpose](#purpose) 17 | * [Strategic balanced scorecard (SBS)](#strategic-balanced-scorecard-sbs) 18 | * [Objectives & key results (OKRs)](#objectives-amp-key-results-okrs) 19 | * [Key performance indicator (KPI)](#key-performance-indicator-kpi) 20 | * [Critical success factor (CSF)](#critical-success-factor-csf) 21 | * [SMART criteria](#smart-criteria) 22 | * [People](#people) 23 | * [RACIO responsibility assigment matrix](#racio-responsibility-assigment-matrix) 24 | * [Stakeholder analysis](#stakeholder-analysis) 25 | * [Stakeholder salience](#stakeholder-salience) 26 | * [ADKAR change management model](#adkar-change-management-model) 27 | * [TEAM interpersonal aims](#team-interpersonal-aims) 28 | * [FOCUS analytical aims](#focus-analytical-aims) 29 | * [Process](#process) 30 | * [TOGAF management](#togaf-management) 31 | * [Domain Driven Design](#domain-driven-design) 32 | * [DMADV Design For Six Sigma](#dmadv-design-for-six-sigma) 33 | * [DMAIC](#dmaic) 34 | * [DDICA](#ddica) 35 | * [SIPOC](#sipoc) 36 | * [ICOM](#icom) 37 | * [Performance](#performance) 38 | * [Maturity models](#maturity-models) 39 | * [Value stream mapping (VSM)](#value-stream-mapping-vsm) 40 | * [Software quality attributes](#software-quality-attributes) 41 | * [PERT: Program Evaluation and Review Technique](#pert-program-evaluation-and-review-technique) 42 | * [RAID](#raid) 43 | * [Application architecture matrix](#application-architecture-matrix) 44 | * [See also](#see-also) 45 | * [Current state vs. future state](#current-state-vs-future-state) 46 | * [Wordbook of terminology](#wordbook-of-terminology) 47 | 48 | 49 | ## Purpose 50 | 51 | 52 | ### Strategic balanced scorecard (SBS) 53 | 54 | Strategic balanced scorecards are a high-level way to summarize an organization: 55 | 56 | * Create a a destination statement. 57 | 58 | * Cover four areas: financial, internal, external, learning. 59 | 60 | * Define objectives and key results (OKRs). 61 | 62 | * Define key performance indicators (KPIss) and measure them. 63 | 64 | See https://github.com/joelparkerhenderson/strategic_balanced_scorecard 65 | 66 | 67 | ### Objectives & key results (OKRs) 68 | 69 | 70 | OKR is a method of defining objectives and tracking their outcomes: 71 | 72 | * Objective: what we want to achieve 73 | 74 | * Key Results: how do we know we are getting there 75 | 76 | See https://github.com/joelparkerhenderson/objectives_and_key_results 77 | 78 | 79 | ### Key performance indicator (KPI) 80 | 81 | Key performance indicator (KPI) suggestions: 82 | 83 | * Title: an exact name that avoids ambiguity 84 | 85 | * Objective: the relation of the indicator with the organizational objectives must be clear 86 | 87 | * Scope: state the areas of business and/or parts of the organization that areincluded and/or excluded. 88 | 89 | * Target: benchmarks must be determined in order to monitor progress. 90 | 91 | * Calculation: the exact formula, units, frequency, data soure, et al. 92 | 93 | * Owner: the accountable person for the indicator. 94 | 95 | * Comments: any outstanding issues regarding the indicator. 96 | 97 | See https://github.com/joelparkerhenderson/key_performance_indicator 98 | 99 | 100 | ### Critical success factor (CSF) 101 | 102 | Critical success factor (CSF) suggestions: 103 | 104 | * Title: an exact name that avoids ambiguity 105 | 106 | * Objective: the relation of the indicator with the organizational objectives must be clear 107 | 108 | * Criticality: why is this critical to the success of the objective? 109 | 110 | * Plan: who is doing what, when, where, how? 111 | 112 | 113 | ### SMART criteria 114 | 115 | SMART criteria for goals: 116 | 117 | * Specific 118 | 119 | * Measurable 120 | 121 | * Actionable (a.k.a. Achievable, Attainable, Agreed) 122 | 123 | * Relevant (a.k.a. Realistic, Responsible, Receivable) 124 | 125 | * Timely (a.k.a. Time-scoped, Time-boxed, Time-bound) 126 | 127 | See https://github.com/joelparkerhenderson/smart_criteria 128 | 129 | 130 | ## People 131 | 132 | 133 | ### RACIO responsibility assigment matrix 134 | 135 | RACIO responsibility assigment matrix: 136 | 137 | * Responsible 138 | 139 | * Accountable 140 | 141 | * Consultable 142 | 143 | * Informable 144 | 145 | * Omittable 146 | 147 | See https://github.com/joelparkerhenderson/racio_matrix 148 | 149 | 150 | ### Stakeholder analysis 151 | 152 | Stakeholder analysis starts by gathering this information: 153 | 154 | * Name 155 | 156 | * Title 157 | 158 | * Contact information 159 | 160 | * Communication preferences 161 | 162 | * Role in the organization 163 | 164 | * Role on the project 165 | 166 | * Key concerns (e.g. goals, needs, issues, interests, opinions) 167 | 168 | * Key offerings (e.g. skills, resources, controls, connections) 169 | 170 | * Relevant suggestions (e.g. for people, processes, tools, scopes) 171 | 172 | * Relevant relationships (e.g. with stakeholders, projects, organizaitons) 173 | 174 | * Relevant analysis (e.g. [SBS](https://github.com/joelparkerhenderson/strategic_business_scorecard), [OKR](https://github.com/joelparkerhenderson/objectives_and_key_results), [KPI](https://github.com/joelparkerhenderson/key_performance_indicator), [VSM](https://github.com/joelparkerhenderson/value_stream_mapping), [SMART](https://github.com/joelparkerhenderson/smart_criteria), SWOT, PEST, RAID) 175 | 176 | See https://github.com/joelparkerhenderson/stakeholder_analysis 177 | 178 | 179 | ### Stakeholder salience 180 | 181 | Stakeholder salience means understanding the relative priorities of needs 182 | 183 | To do this, one way is to estimate any of the concepts below, on a scale of low, medium, high: 184 | 185 | * Power 186 | 187 | * Interest 188 | 189 | * Commitment 190 | 191 | * Support 192 | 193 | * Influence 194 | 195 | * Need 196 | 197 | * Urgency 198 | 199 | * Understanding 200 | 201 | * Legitimacy 202 | 203 | * Willingness to engage 204 | 205 | * Necessity of involvement 206 | 207 | See https://github.com/joelparkerhenderson/stakeholder_analysis 208 | 209 | 210 | ### ADKAR change management model 211 | 212 | ADKAR change management model means: 213 | 214 | * Awareness 215 | 216 | * Desire 217 | 218 | * Knowledge 219 | 220 | * Ability 221 | 222 | * Reinforcement 223 | 224 | See https://github.com/joelparkerhenderson/adkar_change_management 225 | 226 | 227 | ### TEAM interpersonal aims 228 | 229 | TEAM interpersonal aims means: 230 | 231 | * Talk 232 | 233 | * Evaluate 234 | 235 | * Assist 236 | 237 | * Motivate 238 | 239 | See https://github.com/joelparkerhenderson/team_focus 240 | 241 | 242 | ### FOCUS analytical aims 243 | 244 | FOCUS analytical aims means: 245 | 246 | * Frame 247 | 248 | * Organize 249 | 250 | * Collect 251 | 252 | * Understand 253 | 254 | * Synthesize 255 | 256 | See https://github.com/joelparkerhenderson/team_focus 257 | 258 | 259 | ## Process 260 | 261 | 262 | ### TOGAF management 263 | 264 | TOGAF management capabilities list: 265 | 266 | * Financial Management 267 | 268 | * Performance Management 269 | 270 | * Service Management 271 | 272 | * Risk Management 273 | 274 | * Resource Management 275 | 276 | * Communications and Stakeholder Management 277 | 278 | * Quality Management 279 | 280 | * Supplier Management 281 | 282 | * Configuration Management 283 | 284 | * Environment Management 285 | 286 | 287 | ### Domain Driven Design 288 | 289 | Domain Driven Design links: 290 | 291 | * [Ubiquitous Language](http://martinfowler.com/bliki/UbiquitousLanguage.html) 292 | 293 | * [Bounded Context](http://martinfowler.com/bliki/BoundedContext.html) 294 | 295 | 296 | ### DMADV Design For Six Sigma 297 | 298 | DMADV project methodology is known as Design For Six Sigma (DFSS) and features 5 phases: 299 | 300 | * Define design goals that are consistent with customer demands and the enterprise strategy. 301 | 302 | * Measure CTQs (characteristics that are Critical To Quality), capabilities, prrisks etc. 303 | 304 | * Analyze to develop and design alternatives 305 | 306 | * Design an improved alternative, best suited per analysis in the previous step 307 | 308 | * Verify the design, set up pilot runs, implement the production process and hand it over to the process owner(s). 309 | 310 | 311 | ### DMAIC 312 | 313 | DMAIC stands for: 314 | 315 | 316 | * Define 317 | 318 | * Measure 319 | 320 | * Analyze 321 | 322 | * Improve 323 | 324 | * Control 325 | 326 | 327 | ### DDICA 328 | 329 | DDICA stands for: 330 | 331 | * Design 332 | 333 | * Develop 334 | 335 | * Initialize 336 | 337 | * Control 338 | 339 | * Allocate 340 | 341 | 342 | ### SIPOC 343 | 344 | SIPOC stands for: 345 | 346 | * Supplier 347 | 348 | * Input 349 | 350 | * Process 351 | 352 | * Output 353 | 354 | * Customer 355 | 356 | 357 | ### ICOM 358 | 359 | ICOM stands for: 360 | 361 | * Inputs 362 | 363 | * Cntrols 364 | 365 | * Outputs 366 | 367 | * Mechanisms 368 | 369 | 370 | ## Performance 371 | 372 | 373 | ### Maturity models 374 | 375 | Maturity models typically have these kinds of levels: 376 | 377 | * 0 = None, Never, Negligible, Not Applicable 378 | 379 | * 1 = Initial, Informal, Implicit, Irregular, Inconsistent, Individual-usage. 380 | 381 | * 2 = Developing, Describing, Duplicating, Department-usage. 382 | 383 | * 3 = Standardizing, Specifying, Scaling, Service-oriented, Segment-usage 384 | 385 | * 4 = Managing, Measuring, Mainstreaming, Mission-oriented, Mass-usage 386 | 387 | * 5 = Optimizing, Orchestrating, Ongoing, Opportunity-oriented, Organization-usage 388 | 389 | See https://github.com/joelparkerhenderson/maturity_models 390 | 391 | 392 | ### Value stream mapping (VSM) 393 | 394 | Value Stream Mapping (VSM) starts with three major categories: 395 | 396 | * Value Adding (VA): any activity that your external customers value and are willing to pay for. 397 | 398 | * Necessary Non-Value Adding (N-NVA): any activity that is necessary but does not add value, for example any necessary support processes, legal regulatory requirements, etc. 399 | 400 | * Unnecessary Non-Value Adding (U-NVA): any activity that is unnecessary, a.k.a. waste. 401 | 402 | See https://github.com/joelparkerhenderson/value_stream_mapping 403 | 404 | 405 | ### Software quality attributes 406 | 407 | Software quality attributes: 408 | 409 | 410 | ### PERT: Program Evaluation and Review Technique 411 | 412 | Program Evaluation and Review Technique (PERT) has four major timing areas: 413 | 414 | * critical path 415 | 416 | * lead time 417 | 418 | * lag time 419 | 420 | * float or slack 421 | 422 | 423 | ### RAID 424 | 425 | RAID means: 426 | 427 | * Risks 428 | 429 | * Assumptions 430 | 431 | * Issues 432 | 433 | * Dependencies 434 | 435 | 436 | ### Application architecture matrix 437 | 438 | Application architecture matrix ideas to consider: 439 | 440 | * Application/Organization matrix 441 | 442 | * Application/Role matrix 443 | 444 | * Application/Application Interaction matrix 445 | 446 | * Application/Function matrix 447 | 448 | 449 | 450 | ## See also 451 | 452 | 453 | ### Current state vs. future state 454 | 455 | The exercise idea: assess the current state of the organizations/groups/individuals, and compare that to the desired future state. 456 | 457 | 458 | ### Wordbook of terminology 459 | 460 | * [5 Whys](http://www.startuplessonslearned.com/2008/11/five-whys.html) 461 | 462 | * [5 Whys and root cause analysis (RCA)](http://www.startuplessonslearned.com/2009/07/how-to-conduct-five-whys-root-cause.html) 463 | 464 | * [Agile management](https://en.wikipedia.org/wiki/Agile_management) 465 | 466 | * [Extreme project management](https://en.wikipedia.org/wiki/Extreme_project_management) 467 | 468 | * [Program evauation and review technique (PERT)](https://en.wikipedia.org/wiki/Program_evaluation_and_review_technique) 469 | 470 | * [Domain-driven design (DDD)](https://en.wikipedia.org/wiki/Domain-driven_design) 471 | 472 | * [ADKAR change management model](https://www.prosci.com/adkar/adkar-model): Awareness, Desire, Knowledge, Ability, Reinforcement 473 | 474 | * [ADKAR change management model (repo)](https://github.com/joelparkerhenderson/adkar_change_management) 475 | 476 | * [Responsibility assignment matrix (RAM)](https://en.wikipedia.org/wiki/Responsibility_assignment_matrix) 477 | 478 | * [RACIO](https://en.wikipedia.org/wiki/Responsibility_assignment_matrix): Responsible, Accountable, Consultable, Informable, Omittable (repo) 479 | 480 | * [SIPOC](https://en.wikipedia.org/wiki/SIPOC): a tool that summarizes using supplier, input, process, output, customer. 481 | 482 | * [CTQ tree](https://en.wikipedia.org/wiki/CTQ_tree): ) are the key measurable characteristics of a product or process whose performance standards or specification limits must be met in order to satisfy the customer. 483 | 484 | * [SMART critera](https://en.wikipedia.org/wiki/SMART_criteria): Specific, Measurable, Actionaable, Relevant, Timely 485 | 486 | * [TEAM interpersonal aims](https://github.com/joelparkerhenderson/team_focus): Talk, Evaluate, Assist, Motivate 487 | 488 | * [FOCUS analytical aims](https://github.com/joelparkerhenderson/team_focus): Frame, Organize, Collect, Understand, Synthesize 489 | 490 | * [Strategic balanced scorecard (SBS)](https://github.com/joelparkerhenderson/strategic_balanced_scorecard) 491 | 492 | * [Management by objectives (MBO)](https://en.wikipedia.org/wiki/Management_by_objectives) 493 | 494 | * [Programmer competency matrix](http://sijinjoseph.com/programmer-competency-matrix/) 495 | 496 | * [Objectives and key results (OKR)](https://en.wikipedia.org/wiki/OKR) 497 | 498 | * [Key performance indicator (KPI)](https://en.wikipedia.org/wiki/Performance_indicator) 499 | 500 | * [Value stream mapping (VSM)](https://en.wikipedia.org/wiki/Value_stream_mappin)g 501 | 502 | * [Quality filter mapping](https://en.wikipedia.org/wiki/Quality_filter_mapping) 503 | 504 | * [Design for Six Sigma (DFSS)](https://en.wikipedia.org/wiki/Design_for_Six_Sigma) 505 | 506 | * [Six Sigma](https://en.wikipedia.org/wiki/Six_Sigma) 507 | 508 | * [DMAIC](https://en.wikipedia.org/wiki/DMAIC): Define, Measure, Analyze, Improve, Control 509 | 510 | * [RAID](https://en.wikipedia.org/wiki/RAID): Risks, Assumptions, Issues, Dependencies 511 | 512 | * [TOGAF](https://en.wikipedia.org/wiki/TOGAF): The Open Group Architecture Forum 513 | --------------------------------------------------------------------------------