SCRAM Review Process
SCRAM Review Process
SCRAM has seven processes:
Review Preparation: Formation of the review team with key people, creation of an review schedule and SCRAM training.
Project Awareness: Brief program on how SCRAM works and the review schedule, receive a briefing from the program on current status and review program documentation
Project Risk/Issue Identification: Conduct interview with management and technical leads, review program artifacts and review basis of estimates for staffing and schedule.
Project Schedule Validation: Check the schedule alignment in the work breakdown structure, identify and evaluation critical and near-critical path tasks, and check the schedule for correctness and completeness.
Data Consolidation and Validation: Review interview notes and program artifacts and tag information to the cause and effect model.
Schedule Confidence Risk Analysis: Give a quantitative risk rating to tasks on the critical and near-critical path and perform a Monte Carlo analysis on the schedule.
Observation and Reporting: Record observations, findings and recommendations, prepare and deliver out-brief, and prepare and deliver review report to sponsor.
The seven key SCRAM Review Principles are:
Minimal Disruption
Independent
Non-advocate
Non-attribution
Corroboration of Evidence
Rapid turn-around
Sharing Results, Openness and Transparency
SCRAM is NOT an assessment of technical feasibility.
SCRAM focuses on schedule feasibility and root causes for slippage. It makes no judgment about whether or not a project is technically feasible. If there are concerns about technical feasibility, it is advisable to precede a SCRAM Review with a technical feasibility assessment.
SCRAM is NOT an assessment of process maturity.
While SCRAM does look at processes as they relate to each of the issues areas impacting schedule, it is not an assessment of organisational / process maturity, though evidence of organisational / process maturity is certainly a factor considered in a SCRAM. Experience has shown that high maturity organisations are not immune from schedule slips so SCRAM focused on those causes of schedule slip rather than the maturity of the established processes.
