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and GP 2.4, which states:
Assign responsibility and authority for performing the process, developing
the work products, and providing the services of the [fill in process area].
One of the reasons the delegation of responsibilities was difficult at BOND
was because initially the organization did not have defined roles and respon-
sibilities. Many project management activities that needed to be done were
just done by a handful of key people in the small organization.
As we extracted the project management practices from the heads of the
organization's leaders, we also began the process of documenting standard
organizational roles and responsibilities. This effort would be revisited and
refined multiple times during the multi-year effort of moving the organiza-
tion to CMMI Level 3. This was partly because the responsibilities associated
with roles
evolved
as the organization and capabilities of the people grew. As
the responsibilities of a project leader became increasingly understood, train-
ing was instituted to help communicate these responsibilities in a consistent
way across the multiple on-going projects in the organization.
2
For an exam-
ple of standard organizational roles and responsibilities similar to what we
developed at BOND, refer to Table 5-2.
Table 5-2
Example Standard Organizational Roles and Responsibilities
Project Manager
Support bid and proposal
Provide project level direction and oversight
Estimate project resources and tasks
Plan project and maintain project plan per project planning process
Ensure project level roles are assigned and tasks are completed
Report status to Senior Management
Continues
2. Defining roles and responsibilities, and maintaining a close alignment of those roles and responsibili-
ties with documented processes in an Agile organization is covered further in the next chapter on the
NANO Case Study.
