Information Technology Reference
In-Depth Information
many of the projects in the organization at the time were very small. This even
raised the question of what constituted a “project” in this organization. What
kinds of efforts required a documented plan at all? Table 5-1 provides sample
criteria similar to what was eventually developed and used to aid manage-
ment decisions on when a Project Management Plan (PMP) was required.
1
Table 5-1
Criteria to Aid Management Decision for Requiring a PMP
Length of Project Schedule
Project Budget
Senior Management Visibility
Customer Visibility
Risk
Although the organization was successful, it was clear that the processes
they were using would not continue to meet the organization's needs due to
its rapid growth. A high-priority finding from that gap analysis was the need
to document and train Project Management processes. These findings were
directly related to three CMMI process areas—Project Planning, Project Mon-
itor and Control, and Risk Management. Because the most critical issue at the
time related to delegation and the communication of responsibilities, my rec-
ommendation was to start by defining roles and responsibilities in the
organization. Defining and documenting organizational roles and responsi-
bilities is not a typical Agile practice.
5.4 Starting with Roles and Responsibilities at BOND
The CMMI doesn't explicitly have a practice related to defining and docu-
menting roles and responsibilities, but its need can be derived from the
generic practice, GP 2.3, which states:
Provide adequate resources for performing the [fill in process area], develop-
ing the work products, and providing the services of the process.
1. Refer to the appendices for a sample PMP template similar to what was developed and used to help
train project managers at BOND.
