RE: [gnso-wpm-dt] WPM-DT Cover Letter to Council - Draft (KBv1)

["Gomes, Chuck" <cgomes@xxxxxxxxxxxx>]

It looks fine to me, although a little long.
 
Chuck


________________________________

        From: owner-gnso-wpm-dt@xxxxxxxxx
[mailto:owner-gnso-wpm-dt@xxxxxxxxx] On Behalf Of Ken Bour
        Sent: Tuesday, March 30, 2010 12:50 PM
        To: gnso-wpm-dt@xxxxxxxxx
        Subject: [gnso-wpm-dt] WPM-DT Cover Letter to Council - Draft
(KBv1)
        
        

        WPM Team Members:

         

        Below is a draft of a cover letter that I am proposing be sent
by Olga to the GNSO Council transmitting the DT's final deliverable.
Perhaps we can do some work on it via the email list and finalize at our
6 April session.   I attempted to incorporate Jaime's important point
about the need for a management "process" with software tools in a
complementary and supportive role.  

         

        Thanks,

         

        Ken

        ===

         

        DRAFT (KBv1)

         

        To:  GNSO Council

        From:  Work Prioritization Model Drafting Team (WPM-DT)

         

        Subject:  Transmittal of Proposed Section 6 and ANNEX to GNSO
Operating Procedures

         

        Dear Councilors:

         

        As commissioned by the GNSO Council at the Seoul ICANN meeting
(Nov 2009), the WPM-DT has been working diligently over the past five
months to scope out and complete a set of activities leading to a
proposed methodology for prioritizing the GNSO's work.   As its primary
deliverable, the team has drafted a document (attached) that it
recommends be approved for inclusion in the GNSO Operating Procedures
(as Chapter 6) along with an accompanying ANNEX that contains detailed
instructional material that may be amended as the Council gains
experience with the approach.  

         

        The proposed Work Prioritization begins by identifying those
projects that are "Eligible" to be prioritized.  As you will read in
Section 6.2 - Scope, the team does not recommend that all projects be
prioritized because some are in states or stages that would render
prioritization inapplicable.   Once all projects have been properly
categorized as to their eligibility for prioritization, Section 6.3 -
Methodology outlines a sequence of steps, fleshed out more fully in the
ANNEX, that the Council will undertake to develop a set of GNSO Project
priorities.    

         

        The DT's goals in developing the methodology were to ensure that
the process:  

        a.       is user-friendly, unambiguous, and straightforward to
execute; 

        b.      produces realistic outputs that will help the Council to
make effective management decisions; and

        c.       is structured as an on-going task that accommodates
change including the introduction of new projects as they are proposed
in the future.

         

        Although outside its direct scope, the DT has spent time
considering how the Council can make effective use of the Project
Prioritization once it is completed.  The DT believes that
prioritization is an important first step; however, it will be vitally
important that the Council have access to appropriate project
information, data, processes, and tools to assist with its active
management of the workload.   To facilitate these managerial
responsibilities, the DT recommends that a process be developed that
would include documenting and tracking GNSO projects on an on-going
basis.  The team recommends supporting its process with a web-based
software toolkit (e.g. excellent open source applications are available)
that will assign Staff and Community resources to projects/tasks and
offer time/milestone tracking plus advanced collaboration capabilities
allowing work to be managed efficiently, effectively, and transparently.
Information from such an application suite, properly summarized and
analyzed by Staff, will enable the Council to make better informed
decisions by understanding and evaluating more clearly the resource
constraints impacting existing projects as well as the effects of new
work that must be integrated into the total portfolio.  

         

        The DT remains available to assist the Council in the
implementation of these new Work Prioritization procedures and to work
with any other team(s) on scoping out the program/project management
disciplines that will become central in the Council's role as manager of
the policy development process. 

         

        Olga Cavalli

        Chair, WPM-DT