Requirements elicitation, writing, analysis, and modeling by IIBA Endorsed Education Provider.
|
|
| Book Index: Facilitating the Project Lifecycle : The Skills & Tools to Accelerate Progress for Project Managers, Facilitators, and Six Sigma Project Teams | |||||||||
|
|||||||||
| A Acceleration of projects, with facilitated work sessions, 10 Action items: defined, 56; displaying, 198; as focusing technique, 242–245 Active listening. See Facilitated dialogue Affinity analysis: defined, 211–212; how to facilitate, 213–214; when to use, 368 Agendas (prep conference calls): Business Requirements Work Sessions, 139–141; Process Analysis and Design Work Sessions, 121–124; Project Charter Work Sessions, 106–107; Work-in-Progress Review Sessions, 172–175 Agendas (prep meetings), Risk Assessment Work Sessions, 155–157 Agendas (work sessions): Business Requirements Work Sessions, 142–146; confirming, 85; developing, 73; displaying, 198; as focusing technique, 238–239; Process Analysis and Design Work Sessions, 125–130; Project Charter Work Sessions, 108–111; reviewing, in work sessions, 86, 89; Risk Assessment Work Sessions, 158–161; sending, to participants, 78; Work-in-Progress Review Session, 177–180 Alexander, C., 46 American Society for Quality (ASQ), 375 Appearance, facilitator, 37–38, 57, 62 Assumptions, 277–278. See also Guiding factors B Baum, F., 82 Beavin, J., 189 Berra, Y., 192 Best Practices, 9 Bittel, L. C., 69 Books, recommended, 369–371 BPR Online Learning Center, 372 Index 379 Brain functions, left/right, 34 Brainstorming, 202–205; benefits of, 202; how to facilitate, 202–204; materials needed for, 204–205; tips on, 203, 204, 205; uses of, 202; variations on, 204; when to use, 368 Breakout groups, 232–236; benefits of, 232; case example of, 233; how to facilitate, 232–235; materials needed for, 235; tips on, 235–236; uses of, 232; when to use, 368 Breaks, in work sessions, 90 Bush, M. W., 10, 33 Business Guide to Reengineering Books, 372 Business modeling, books on, 370 Business requirements, books on, 370 Business requirements documents (BRDs), components of, 135–137. See also Requirements tables Business Requirements Work Sessions, 137–151; approach to, 137–138, 141, 147; benefits of, 137; conducting face-to-face session, 141–146; defined, 17; outputs of, 149; participants in, 148; prep conference call for, 138–141; prerequisites for, 147–148; techniques for, 149–150, 368; tips on, 150–151; when to use, 18, 19, 20, 22, 137, 367; wrapping up, 147 C Carroll, L., 189 Categorizing. See Nominal group Catering, 74 Change: adherence to project methodology and, 7–8; corporate context for, 5–6 Churchill, W., 94 Clients, on skills needed by facilitators, 34, 36–37 Closed-ended questions, 207 Closing activities, 88–89 Cofacilitators, 48–49 Collaboration, education on benefits of, 45–46, 47 COPYRIGHTED MATERIAL 380 Index Communication, 189–196; basic principles of, 190–195; evidence of effective, 190; importance of, 189–190; nonverbal, 91, 191–192; with participants before work session, 75, 78; participants’ information processing preferences and, 60–61; recommendations for effective, 61–62; responsibility for, 192–193; selfknowledge and, 194–195; “7-plus-or-minus-2 rule” and, 299; tips on, 195–196 Competencies, facilitator, 34, 35 Compound questions, 207–208 Conducting work sessions, 82–93; Business Requirements Work Sessions, 141–146; closing activities, 88–89; common derailers, 92; concepts for, 55–58; deliverable-building activities, 87–88; facilitator behaviors and attitudes, 38, 58–66, 68, 91–92; final preparations, 84–85; managing people, 90–91; managing process, 85–90; opening activities, 86–87; Process Analysis and Design Work Sessions, 120, 125–130; Project Charter Work Sessions, 105, 108–111; responsibilities for, by role, 82–83; Risk Assessment Work Sessions, 158–161; taking breaks, 90; tips on, 93; Work-in-Progress Review Sessions, 176–180 Conference calls. See Prep conference calls Consideration, communication and, 194 Constraints, 278. See also Guiding factors Context diagramming, 329–344; conventions used in, 332–337; defined, 329; how to facilitate, 337–342; interconnections or interactions as focus of, 329–331; sample context diagram, 343; uses of, 329; when to use, 368 Corporate culture: adherence to project methodology and, 7–8; attitude of learning in, 6 Creative Problem Solving Institute (CPSI), 375 Critical to quality factors (CTQs): conventions for representing, 261; defined, 259; how to facilitate development of, 262–263; interrelationship between objectives (project), targets, and, 260; tips on, 265–266 Crosby, P., 12 CTQs. See Critical to quality factors (CTQs) D Dates of work sessions, determining, 72–73 Decision making, defining approach to, 71–72 Defining objectives and targets. See Critical to quality factors (CTQs); Objectives (project); Targets Deliverables: activities for building, 87–88; of Business Requirements Work Sessions, 149; defining, of work sessions, 71; displaying, 199; finalizing, 96–97; highquality, 97–98; managing completion of, 98–99; necessity of knowing, 57–58; of Process Analysis and Design Work Sessions, 131–132; of Project Charter Work Sessions, 113–114; required, for every project, 13–14; reviewing, with project sponsor and project manager, 98; of Risk Assessment Work Sessions, 164; Work-in-Progress Review Sessions and, 167–170, 180, 181–182 DeMarco, T., 8 Dependencies, 279. See also Guiding factors Detail, level of, 58–59 Development process, noncollaborative, 47 Disruptive behaviors, as work session derailer, 92 DMAIC lifecycle. See Six Sigma methodology Documenting facilitated dialogue, 208–209 Documenting work sessions: misconception about, 38; results emphasized in, 87–88 Documents: business requirements, 135–137; caution on, in luggage, 95; confirming readiness of, 84; creating and making copies of, 79; process analysis and design (PAD), 116–118; project charters, 103–104; risk assessment, 152–153; work-in-progress (WIP) deliverable table, 167–170 Dress, facilitator, 62 E eBizQ, 372 Eckes, G., 8 Equipment, for work sessions, 75, 76–77, 84 F Facilitated dialogue, 206–210; benefit of, 206; how to facilitate, 206–209; materials needed for, 209; tips on, 209–210; uses of, 206; when to use, 368 Facilitated discussion. See Facilitated dialogue Facilitated work session prerequisites. See Prerequisites Facilitated work sessions: assessing project readiness for, 46; benefits of, 10–11; caution on first experience with, 66–67; characteristics of, 15–16, 55–56; defined, 15; defining outcomes of, 71; defining success of, 52–53; determining if project requires, 16–17; education on benefits of, 45–46, 47; key responsibilities for, 28; roles of players in, 25–31; single versus multiple, 49–52; types of, 17–18; where in project lifecycle to use, 18–20, 22, 367. See also Conducting work sessions; Preparing for work sessions; Wrapping up work sessions; specific types of sessions Facilitation: common misconceptions about, 38–39; defined, 32; deliverable-based, 15; resources on, 369–370, 371, 372–374; as skill required of project managers, 9–10 Facilitation Factory, 372 Facilitation techniques. See Techniques Facilitators: appearance of, 37–38, 57, 62; attitudes and behaviors of, when conducting work sessions, 91–92; balancing act of, 38, 58–66, 68; general capabilities required of, 32–34; hiring external, 47–48; misconception about need for, 39–40; neutrality of, 63, 65–66, 92; preparation by, for work sessions, 80; project managers as, 48; responsibilities of, 26, 27, 28, 70, 83, 95; selecting, 46–49; self-knowledge of, and communication, 194–195; skills and competencies needed by, 34–37, 58–66; versus trainers, 38–39; when to use a second, 48–49; as work session participants, 113, 131, 148, 163, 181 Facilitators in training, as work session analysts, 30 FacilitatorU, 372 Index 381 Failure modes and effects analysis (FMEA): defined, 154–155; questions for, 296; risk matrices, 290–292, 293 Feedback: in facilitated dialogue, 208; on work session, 99 The Fifth Discipline (Senge), 5 Flip charts: creating, 79, 84; web site for printing, 373 Flip-charting, 197–201; benefits of, 197; electronic, 198, 199–200; how to facilitate, 197–199; materials needed for, 200; tips on, 200–201; uses of, 197; when to use, 368 FMEA. See Failure mode effects analysis (FMEA) Focusing techniques, 237–249; action items as, 56, 198, 242–245; agendas (work session) as, 238–239; benefit of, 237; issues lists as, 245–247; materials needed for, 248–249; objectives (work session) as, 239–240; parking lot as, 56, 199, 247–248; scope tables as, 240–241; tips on, 249; uses of, 237; when to use, 368 Follow-up. SeeWrapping up work sessions Force-Field Analysis, 218–220 Ford, H., 55 4PM.com, 373 Functional boundaries approach to multiple work sessions, 51, 52 G Gantthead.com, 373 General facilitation techniques. See Techniques; specific techniques Ground rules: displaying, 198; holding people accountable to, 89; reviewing, 87 Guiding factors, 276–281; assumptions as, 277–278; constraints as, 278; defined, 276; dependencies as, 279; how to facilitate capture of, 280–281; tips on, 281; touch points as, 279–280; uses of, 276; when to use, 368 H Higgins, C., 8, 11, 118 Hybrid risk analysis: defined, 154, 155; matrices, 292, 294–295; questions for, 296 I Idea listing. See Brainstorming Impact Matrix, 223–230; conventions of, 224–225; how to facilitate, 225–230 Impacts, 282–287; defined, 282; how to facilitate capture of, 285–286; sample table of, 282–283, 284; tips on, 287; uses of, 282; when to use, 368 Insanity, 7–8 Institute for Cultural Affairs (ICA), 375 International Association of Facilitators (IAF), 34, 35, 376 International Society for Performance Improvement (ISPI), 376 Issues lists, as focusing technique, 245–247 J Jackson, D., 189 Jamieson, D. W., 32 Jim Clemmer Process Improvement, 373 Job titles, versus roles, 25, 40 Johnson, J., 7 Joint application design (JAD), 10 Jones, C., 10 Journals, recommended, 371 Justice, T., 32 L Law of Appropriate Level of Detail, 59 Leading questions, 207 Learning organizations, 5 Listening: in facilitated dialogue, 208; recommendations on, by facilitator, 61–62 Lister, T., 8 Location for work sessions: determining, 72; rooms and phone lines, 73–74, 75; virtual meetings, 73, 74, 176 Logistics: arranging, 73–75, 76–77; discussing, as opening activity, 87 Luggage, caution on irreplaceables in, 95 M Managers. See Project managers Measurement framework table, 263–265 Meetings: conflicting scheduling of, 86; prep, 155–157; virtual, 73, 74, 176 Mehrabian, A., 191, 192 Methodologies: as cause of project delays, 9; myth about, 9; as traditional focus of project management, 6, 7–8 Miller, G. A., 299 Mimio by Virtual Link, 373 Mind Tools, 373 Morris, C., 10 Multigenerational approach to multiple work sessions, 51–52, 53 Multiple work session approach: for process analysis and design work sessions, 49–50; types of, 50–52, 53 Mundie, C., 152 Myers-Briggs Type Indicator (MBTI), 194, 370–371 N Names, participant, 85 National Facilitator Database, 374 Negative words and phrases, 191, 193 Neutrality, facilitator, 63, 65–66, 92 Nine-Block Diagram, 220–223, 224 Nominal group, 211–216; benefits of, 211; how to facilitate, 212–214; materials needed for, 215; tips on, 216; uses of, 211; variations on, 214–215; when to use, 368 Nonverbal communication, 91, 191–192 O Objectives (project): caution on limiting, 261; conventions for representing, 261; defined, 258–259; how to facilitate development of, 262; interrelationship between CTQs, targets, and, 260; in Project Charter Work Session, 112; setting, 258–266; tips on, 265–266; uses of, 258; when to use, 368 382 Index Objectives (work session): confirming, 86; defining, 71; displaying, 198; as focusing technique, 239–240; unattainable, 56–57 Observation, as people management tool, 90 Observers: communicating with, before work session, 75; selecting, 72; work session role and responsibilities of, 29, 30 OD Networks, 376 Open-ended questions, 207 Opening activities, 86–87 Organizations, recommended, 375–377 Outcomes. See Deliverables Outputs. See Deliverables P Parking lot: defined, 56; displaying, 199; as focusing technique, 247–248 Participant Contact List, 72 Participants: in Business Requirements Work Sessions, 148; communication with, before work session, 75, 78; greeting, 85; information processing preferences of, 60–61; introducing, 86; learning names of, 85; in Process Analysis and Design Work Sessions, 131; in Project Charter Work Sessions, 113, 220; in Risk Assessment Work Session, 163; selecting, 72; work session role and responsibilities of, 27, 29, 30; in Work-in-Progress Review Sessions, 180–181; wrong, as derailer, 92 Participation, managing, in work sessions, 62–63, 64–65, 90–91 People: managing, in work sessions, 90–91; as source of project management problems, 8–9. See also Roles People orientation, of facilitators, 33 Phases. See Project phases Phone issues: checking phone system, 84; managing participation by phone, 90; scheduling phone lines, 74; virtual meetings, 73, 74, 176. See also Prep conference calls Phrases, negative, 191, 193 Planning work sessions: responsibilities for, by role, 69, 70; steps in, 70–73. See also Preparing for work sessions Prep conference calls, 74; for Business Requirements Work Sessions, 138–141; for Process Analysis and Design Work Sessions, 120, 121–124; for Project Charter Work Session, 105, 106–107; tips on, 78; for Work-in-Progress Review Sessions, 171–175 Prep meetings, Risk Assessment Work Sessions, 155–158 Preparing for work sessions, 69–81; arranging logistics, 73–75, 76–77; facilitator’s preparation, 80; final preparation, 84–85; lack of, as derailer, 92; planning work sessions, 70–73; preparing attendees, 75, 78; preparing materials, 79; responsibilities for, by role, 69, 70; tips on, 80–81. See also Prep conference calls; Prep meetings; Prerequisites Prerequisites, 45–54; assessing project readiness, 46; Business Requirements Work Sessions, 147–148; defining success, 52–53; determining work session approach, 49–52; educating about benefits of collaboration, 45–46, 47; Process Analysis and Design Work Sessions, 124, 130; Project Charter Work Session, 112–113; Risk Assessment Work Sessions, 162; selecting facilitators, 46–49; understanding deliverables, 57–58; Work-in-Progress Review Sessions, 180 Prioritization techniques, 217–231; benefits of, 217; Force-Field Analysis, 218–220; Impact Matrix, 223–230; materials needed for, 230–231; Nine-Block Diagram, 220–223, 224; tips on, 231; uses of, 217; when to use, 368 Process analysis and design (PAD) documents, components of, 116–118 Process Analysis and Design Work Sessions, 116, 118–134; approach to, 49–50, 119–120, 124; benefits of, 119; conducting face-to-face sessions, 120, 125–130; defined, 17; outputs of, 131–132; participants in, 131; prep conference call for, 120, 121–124; prerequisites for, 124, 130; techniques for, 132, 368; tips on, 133–134; when to use, 18, 19, 20, 22, 118, 367; wrapping up, 124 Process decomposition, 298–307; defined, 298; how to facilitate, 300–306; sample, 306; “7-plus-or-minus-2 rule” and, 299; tips on, 306–307; tree-diagram structure for representing, 299–300; uses of, 298; when to use, 368 Process detail tables, 323–328; benefits of, 323; defined, 323; how to facilitate creation of, 327–328; information gathered in, 325; sample, 324, 326; tips on, 328; uses of, 323; when to use, 368 Process Impact, 374 Process mapping, 308–322; benefits of, 308–309; conventions used in, 309–315; defined, 308; how to facilitate, 316–321; tips on, 321–322; uses of, 308; when to use, 368 Process orientation, of facilitators, 33 Production support representatives, as work session participants, 163 Program managers, as work session participants, 181 Project Charter Work Sessions, 104–115; approach to, 49, 104–105, 112; benefits of, 104; conducting face-toface session, 105, 108–111; defined, 17; outputs of, 113–114; participants in, 113; prep conference call for, 105, 106–107; prerequisites for, 112–113; techniques for, 114, 368; tips on, 115; when to use, 18, 19, 20, 22, 104, 367; wrapping up, 112 Project charters: components of, 103–104; defined, 103; as prerequisite for work sessions, 130, 147, 162 Project lifecycles: diagram of, 13; phases in, 13, 15; single projects within, 12–13, 14; when in, to use work sessions, 18–20, 22, 367 Project management: profession of, 6; traditional approach to, 6, 7–8 Project Management Body of Knowledge (PMBOK), 103 Project Management Institute (PMI), 6, 8, 376 Project managers: business, 113, 130, 148; as facilitators, 48; misconceptions about, 39–40; reviewing deliverables with, 98; role and responsibilities of, 26, Index 383 27, 28, 70, 83, 95; skill in facilitation required of, 9–10; technical, 148; traditional model of, 9; as work session participants, 113, 131, 148, 163, 180 Project phases: within generic project lifecycle, 19, 22; in project lifecycles, 13, 15; within Six Sigma DMAIC lifecycle, 20, 22 Project sponsors: reviewing deliverables with, 98; role and responsibilities of, 26, 27, 28, 70, 83, 95; as work session participants, 113, 131, 148, 163, 181 Project team members, as work session participants, 181 Projects: assessing readiness of, for work sessions, 46; causes of delays of, 9; context for, 12–14; determining whether work sessions are required for, 16–17; failure of, 7, 8; fundamental deliverables of, 13–14; history of, for Project Charter Work Session, 112; key responsibilities for, 28; reviewing status of, as opening activity, 87 Purpose statements, 253–257; conventions for presenting, 254; defined, 253; how to facilitate creating, 254–257; in Project Charter Work Session, 112; tips on, 257; uses of, 253; when to use, 368 Q Quality, of deliverables, 97–98. See also Critical to quality factors (CTQs); Six Sigma methodology Quality professionals, as work session participants, 113, 131, 148, 163, 181 Questions: for brainstorming, 203; for facilitated dialogue, 207–208; for nominal group, 212 R Radical Project Management (Thomsett), 7 Ranking, defining system of, 71 Recording. See Flip-charting Requirements tables, 345–356; comprehensive variation of, 353–355; defined, 345; how to facilitate development of, 351–353; information captured in, 345, 347–351, 353, 355; sample, 346, 354; tips on, 356; uses of, 345; when to use, 368 Responsibilities: for communication, 192–193; for conducting work sessions, 83; key, for work sessions and projects, 28; for planning work sessions, 70; for wrapping up work sessions, 95. See also Roles Reward system, focus of, 8 Risk analysis matrices, 288–297; defined, 288; how to facilitate completion of, 295–297; in risk assessment documents, 153; tips on, 297; types of, 289–295; uses of, 288; when to use, 368 Risk assessment: books on, 370; types of, 154–155, 288 Risk assessment documents, components of, 152–153 Risk Assessment Work Sessions, 152, 153–165; approach to, 154–155, 158, 161; benefits of, 153; conducting face-to-face session, 158–161; defined, 18; determining type of risk assessment needed, 154–155; outputs of, 164; participants in, 163; prerequisites for, 162; techniques for, 164, 368; tips on, 165; when to use, 19, 20, 22, 153, 367; wrapping up, 161 Risk matrices. See Risk analysis matrices Roles, 25–31; describing, as opening activity, 86; of facilitators, 26, 27, 28, 70, 83, 95; versus job titles, 25, 40; of observers, 29, 30; of participants, 27, 29, 30; of project managers, 26, 27, 28, 70, 83, 95; of project sponsors, 26, 27, 28, 70, 83, 95; of work session analysts, 30–31 Rooms for work sessions: scheduling, 73–74, 75; security access to, 75; setups for, 74, 84 Round robin. See Nominal group S Sassoon, Vidal, 45 Scheduling issues: conflicting meetings, 86; determining dates of work sessions, 72–73; phone lines, 74; work session rooms, 73–74, 75 Schwarz, R. M., 32 Scope (project): books on, 370; business requirements work session and, 136, 147; conventions for representing, 268–269; importance of clearly defining, 267; process analysis and design and, 117, 130; in project charter, 103–104; risk assessment work session and, 162 Scope (work session), facilitator’s skill in setting, 58 Scope frame diagrams: defined, 268; example of, 269; how to facilitate creation of, 269–271; variation on, 275. See also Scope framing Scope framing, 267–275; defined, 267; tips on, 275; uses of, 267; variations on, 272–275; when to use, 368. See also Scope frame diagrams; Scope tables Scope tables: defined, 269; example of, 270; as focusing technique, 240–241; how to facilitate creation of, 271–272; variations on, 273–274. See also Scope framing Scribes, misconception about, 38 Scribing. See Flip-charting Security access, 75 Self-awareness, facilitator, 33, 34, 194–195 Senge, P., 5 Setting objectives and targets. See Objectives (project); Targets Setting scope. See Scope framing “7-plus-or-minus-2 rule,” 299 Silver, D., 10 Single work session approach, 49, 50, 51 Six Sigma methodology: critical to quality (CTQ) factors, 259, 260, 261, 262–263, 265–266; DMAIC phases of, 20; failure mode effects analysis (FMEA), 154–155, 290–292, 293; misconception about, 39–40; resources on, 371, 373; on where work sessions fit in lifecycle, 20, 22, 367; Work-in-Progress Review Sessions and, 170 Skills, of facilitators, 34–37, 58–66 Society for Human Resource Management (SHRM), 376 Speaking, facilitator’s skill in, 61 Specialized facilitation techniques. See Techniques; specific techniques Sponsors. See Project sponsors Standard risk assessment: defined, 154; matrices, 289–290; questions for, 296 384 Index Standish Group, 7 Staying on track. See Focusing techniques Storeygard, B., 104 Structured brainstorming. See Brainstorming Structured go-arounds. See Nominal group Subject matter experts, as work session participants, 113, 131, 148, 163 Subteam leaders, as work session participants, 181 Success, defining, of work sessions, 52–53 Supplies, for work sessions, 75, 76–77 T Talking points, purpose statements and, 255–257 Targets: caution on limiting, 261; conventions for representing, 261; defined, 258, 260; how to facilitate development of, 263–265; interrelationship between objectives (project), CTQs, and, 260; setting, 258–266; tips on, 265–266; uses of, 258; when to use, 368 Team dynamics, as cause of project failure, 8 Techniques: for Business Requirements Work Sessions, 149–150, 368; communication’s importance to, 189–190; considerations in choosing, 187–188, 251; for Process Analysis and Design Work Sessions, 132, 368; for Project Charter Work Sessions, 114, 368; for Risk Assessment Work Sessions, 164, 368; when to use (table), 368; for Work-in-Progress Review Sessions, 182, 368. See also Focusing techniques; Prioritization techniques; specific techniques Techniques for staying on track. See Focusing techniques Technology support partners, as work session participants, 131, 148, 163 Template production line, 8 Test leads, as work session participants, 163 Thomsett, R., 7 3M Meeting Network, 374 Time, managing, when conducting work sessions, 89 Time-boxing, 89 Timelines, 357–363; defined, 357; how to facilitate development of, 360–363; information captured in, 358, 360; sample, 358, 359; tips on, 363; uses of, 357; when to develop, 357–358, 368 Top-down approach to multiple work sessions, 50–51 Touch points, 279–280. See also Guiding factors Trainers, versus facilitators, 38–39 Truman, H. S., 5, 32 U Ulrich, W. M., 72, 259 V Vendors, as work session participants, 163 Virtual meetings, 73, 74, 176 Voting, guidelines for, 71 W Watzlawick, P., 189 Web sites, recommended, 372–374 Wiegers, K., 374 Wood, G., 10 Words: communication and, 190–191; negative, 191, 193 Work session analysts, role and responsibilities of, 30–31 Work session delivery. See Conducting work sessions Work session preparation. See Preparing for work sessions Work session wrap-up. SeeWrapping up work sessions Work sessions. See Facilitated work sessions Workflow and Reengineering International Association, 377 Working decisions, displaying, 198 Work-in-Progress Review Sessions, 166–183; approach to, 170–171, 175–176; benefits of, 170; conducting, 176–180; defined, 18; outputs of, 167–170, 181–182; participants in, 180–181; prep conference call for, 171–175; prerequisites for, 180; techniques for, 182, 368; tips on, 182–183; when to use, 19, 20, 22, 170, 367; wrapping up, 176 Work-in-progress (WIP) deliverable tables, 167–170 Workshops by Thiagi, 35, 37 Wrapping up work sessions, 94–99; backing up information, 96; Business Requirements Work Sessions, 147; closing activities for sessions, 88–89; finalizing deliverables, 96–98; managing deliverable completion, 98–99; obtaining feedback, 99; poor, as derailer, 92; Process Analysis and Design Work Sessions, 124; Project Charter Work Sessions, 112; responsibilities for, by role, 94, 95; reviewing deliverables with project sponsor and manager, 98; Risk Assessment Work Sessions, 161; tips on, 99; Work-in-Progress Review Sessions, 176 Writing, facilitator’s skill in, 62 Y Yost, B., 11 |
|||||||||
|
||||||||
