Description of Internal Risk Management Plan Previous Corrective Approval and Overall and Top and Action Plans Governance Framework mitigation strategies to Prevent Future Dependencies Alternatives Analysis Rebaselining Target Architecture Description of Internal Risk Management Plan Acquisition Plan Approval and Overall and Top risks and Project Manager Governance Framework mitigation strategies Qualifications Dependencies Updated Alternatives Project Manager’s Target Architecture Analysis Appraisal of status, Alignment Description of Internal reliability of estimates Security Metrics Approval and Overall and requirements for Acquisition Plan Governance Framework success Vendor Performance Dependencies Project Team Capability Target Architecture Organizational Change Alignment Management Security compliance Technical Challenges Acquisition Plan Development, testing, Vendor Performance and deployment plans Project Team Capability overview Project Manager’s Security and privacy Appraisal of status, approach reliability of estimates Project Manager’s and requirements for Appraisal of status, success reliability of estimates and requirements for success Facilitating a TechStat To ensure the TechStat achieves its objectives, the TechStat Team lead analyst should prepare appropriately for the session. It is essential that the CIO is fully briefed prior to the meeting so that he or she can confirm that the thesis is solid, and the supporting analysis is relevant and verifiable. Similarly, the TechStat analyst should ensure that invited subject matter experts were actively engaged in the analysis and thus can be actively engaged during the session if questioned about root causes and potential solutions. While the CIO and IRB Chair will lead the session, the analyst should be an active facilitator, presenting and clarifying important facts, asking probing questions of participants, and engaging subject matter experts for support. Use the Agenda (J) at as a reference. Additionally, the analyst must take accurate notes reflecting decisions and outcomes so that they can be recounted following the meeting in a formal follow-up memo. Meeting minutes may also be used to facilitate this, see Meeting Minutes (M).
Description of Internal Approval and Overall Governance Framework Dependencies Target Architecture Acquisition Plan Project Manager Qualifications Project Manager’s Appraisal of status, reliability of estimates and requirements for success Risk Management Plan and Top and mitigation strategies Alternatives Analysis Description of Internal Approval and Overall Governance Framework Dependencies Target Architecture Alignment Security Metrics Acquisition Plan Vendor Performance Project Team Capability Organizational Change Management Technical Challenges Development, testing, and deployment plans overview Security and privacy approach Project Manager’s Appraisal of status, reliability of estimates and requirements for success Previous Corrective Action Plans to Prevent Future Rebaselining Risk Management Plan and Top risks and mitigation strategies Updated Alternatives Analysis Description of Internal Approval and Overall Governance Framework Dependencies Target Architecture Alignment Security compliance Acquisition Plan Vendor Performance Project Team Capability Project Manager’s Appraisal of status, reliability of estimates and requirements for success Facilitating a TechStat To ensure the TechStat achieves its objectives, the TechStat Team lead analyst should prepare appropriately for the session. It is essential that the CIO is fully briefed prior to the meeting so that he or she can confirm that the thesis is solid, and the supporting analysis is relevant and verifiable. Similarly, the TechStat analyst should ensure that invited subject matter experts were actively engaged in the analysis and thus can be actively engaged during the session if questioned about root causes and potential solutions. While the CIO and IRB Chair will lead the session, the analyst should be an active facilitator, presenting and clarifying important facts, asking probing questions of participants, and engaging subject matter experts for support. Use the Agenda (J) at as a reference. Additionally, the analyst must take accurate notes reflecting decisions and outcomes so that they can be recounted following the meeting in a formal follow-up memo. Meeting minutes may also be used to facilitate this, see Meeting Minutes (M).
B-TechStat-Guide.docx