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 Readiness Quotient  Readiness Quotient   Expanding the Readiness Responses   Expanding the Readiness Responses

Once you have quantified results for the readiness response activity you can, needless to say assess the results. The data on its own is comparatively worthless. "Data is just rock; its time that creates Diamonds. To extract the benefits of the data you have to use the data, to compare and contrast it with other data and deploy it in the environment to which it relates.

The comparison of Readiness Quotients is an emergent process. The more data you have on the readiness before a project starts and the success metrics when the project is complete, the more accurate the process to evaluate your quantified results will be. Our metrics are available for you to compare and contrast your project experiences but success is a quality very much related to the vagaries of a specific location. A tough project will have success in one location and be almost impossible to maintain in another. So this is data you will want to build up and develop as you evaluate and improve your organisations landscape and ability to successfully execute projects. Naturally, you will be considering the readiness quotient of certain projects and the ultimate successful outcomes it delivered, improving the process of assessment as you develop your readiness assessment activities.

The commercial data we have established is that, obviously, the ideal environment will carry a quotient of 28, 2 points for each of the 14 statements. This is ideal but exceptionally rare indeed. We have never yet experienced this. Naturally anything around 14 or 15 is very poor and irrefutably even rarer. Thankfully, we have never encountered this either. However, based on the projects we have delivered and, of those projects where we performed this assessment, we can say with satisfaction and comfort that the normal quotient is between 21 and 25. This is therefore between 71% and 89% of the optimal quotient. At 71%, you are embarking on a project that has more than quarter of its effective project readiness in doubt or missing. This is a risk so significant that we would document it in our Commercial Proposal if asked to deliver a project for a client with a 71% readiness quotient.

Mathematicians much more adroit than ourselves can argue about the science behind this simple equation and we wish you the best if investigating and examining this is your beloved topic. However, we are but lowly agile project delivery managers and leave mathematics to the professionals. We use these deviations, 71% and 89%, of the optimal quotient and take the median of 80%. This is a projects Target Readiness Quotient or the percentage readiness you seek to attain once you have completed your readiness assessment and have debated the results with your peers. This value will change and, in our experience, improve as you expand the responses and debate the concept of engagement on the project, the individual Commitment of selected project stakeholders and the benefit of establishing responsibilities and guarantees to provide the warranties that help you deliver on your delivery confidences.

So, assuming you have a percentage near to the Target Readiness Quotient, this is a suitable environment to begin the project. It is certainly prudent to take all missing and unconfirmed statements and work on them as part of The Daily Forum risk management processes so that you improve on the percentage and work nearer to the Target Readiness Quotient. It is to be expected that you will question the wisdom of beginning the process to establish and run such high performance projects though if your percentage deviates from the optimal or the Commitment of your project stakeholders fails to match your own eagerness to deliver.

It is brave to try something new or to attempt something dangerous. However, it is unlikely you were hired as a daredevil and if we assume your sword swallowing days are behind you then the simple application of logic determines that it is either wise to wait and halt the project. Use the time in the interim to start to transform some of the phenomena missing or, we have done this only once, call a Commitment Workshop with the sole objective to fix all the broken or missing readiness Commitments. Timebox it; around a half day should be fine. As long as you are confident you have attained the truthful allegiance of your stakeholders, and they are not just agreeing to your demands because they heard you were a rough tough ex-sword swallower, then revisit the readiness assessment at the end of the workshop and revisit your decision to progress the project.

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 Readiness Quotient     Readiness Quotient   Expanding the Readiness Responses    Expanding the Readiness Responses



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Readiness Quotient Comparison






   


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