Reply to this classmate on the discussion thread with 100 words

The project methodology I would use is an iterative methodology, to cycle through various prototypes and evolving them to eventually end up with a final successful product that is ready to be delivered. With this type, the team can continue enhancing the prototype with the new information gained through analyzing and designing and continue until the product meets the expectations. Although this process would take longer, dealing with new technology may need multiple versions and testing.

The internal and external Enterprise Environmental Factors (EEFs) that the project may be subject to could have positive or negative impacts. One example could be changes to the inventory of supplies that could cause delays in getting new technology needs for the project. Weather or other natural disasters could also impact how timely materials get shipped out and could impact inventory level, shipping charges, increased costs resulting in changes in availability, etc. that could also lead to delays in the project. Internal EEFs, such as sudden changes in executive leadership for the project, could cause unpredicted changes should a new person need to be brought up to speed, have a different culture or leadership style, etc. and could result in changes to the project plan or team dynamic. Even internal situations such as changes in the infrastructure or software can lead to changes in how the project needs to be adjusted.Changes in the political climate and marketplace conditions could impact the project plan as well. A combination of internal and external EEFs can impact the project in various ways.

The Organizational Process Assets (OPAs) that the project may be subject to could be policies, processes, and procedures. For example, if there was a change in the criteria for the project's suppliers and how they are selected. It could also be changes in the process standards, such as changes in quality measurements or environmental impact goals. Any documents in how the project is scheduled and tracked could also be OPAs. A different type is monitoring and controlling, for example how any contracts may need to be provisioned, changes in accounting or budget codes, or changes in how expenses are controlled. Another type of OPA is organizational knowledge repositories, which can include project files like schedules, risks, action items, labor hours, etc. In this project, the examples could result in a positive and/or negative impact in the outcome of the project.

Risk assessment is important, especially when dealing with untested technology. Some of the specific risks I identified for this project are:

• The untested technology does not perform at the anticipated level of satisfaction.
• Changes in inventory and suppliers could impact the ability to create the technology from start to finish, costs in supplies, changes in suppliers, etc.
• Competitors may strive to achieve the same technology and have more or sooner success.
• Internal or external forces may impact the organization, resulting in changes to budgets and spending limits. For example, even though this is part of an expert company, because this is publicly traded company, changes in stocks can impact it.
• The product may fail to meet the consumer's needs, such as not having all the features they want or the price not being at the right customer price point.

The members of the gating community for this project can vary, such as the executive leadership, project members, and any other stakeholders. Utilizing knowledge from the various roles can help anticipate and resolve each step of the process. The executive leadership would have the information on the end goal and overall vision, including possible financial information such as budget and financial allocations. The project members keep the project on track and would manage anticipated and unanticipated steps in the process. Any other stakeholder, such as partners, would have an appropriate role in gatekeeping the process and success of the project.