Information Technology Reference
In-Depth Information
LESSON 2
As organizations grow, the value of defined roles and responsibilities
increases as an aid for human resource management.
5.9 Common “Undocumented-Super-Spreadsheet”
Resource Management Process
At BOND, Senior Management maintained a “Super-Spreadsheet” that con-
tained all the personnel in the company and showed their allocation to
projects. Senior Management met weekly to discuss current staffing needs of
projects, specifying changes needed to address ongoing issues.
Often, such spreadsheets are used at meetings in both Agile and traditional
organizations, but this resource management process is frequently not doc-
umented, or thought of as a formal process in the company. The criticality
of documenting such a process is not as high since only a few people need
to know about it and use it. Moreover, such processes are not under great
risk of getting lost. This example demonstrates the relationship between
the need for process documentation, the number of people affected by a
given process, and the state of institutionalization of that process. While
the priority of documenting this process was not as high as other processes,
it still needed to be documented and trained in support of future company
growth.
5.10 “The When”
Often, Agile organizations don't develop and maintain traditional detailed
project schedules, with critical paths. Under the Project Planning process
area, expected practice SP 2.1 states:
Establish…the project's budget and schedule.
The degree of detail in the schedule, and when that detail is created, is a deci-
sion left to each organization and project to decide based on the
organization's business needs. Scheduling guidelines are recommended to
be provided along with training for responsible project personnel.
