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Busy leaders might take notes on Blackberries, in notebooks, or even on
scraps of paper, filtering and then capturing relevant issues in document
form at a later point in the week.
This can be a good time for the leaders to “debrief” themselves on how the
week went, allowing for a period of “stepping back” reflecting on any possi-
ble plan refinements that might be needed.
Wo r k o u t a s y s t e m t h a t m a k e s s e n s e f o r y o u r c u l t u re , k e e p i n g i n m i n d t h e
intent is to ensure the real issues being raised are followed up on in a timely
fashion, and closed. If there are no issues with this in your organization,
don't create extra work just for the CMMI. Be honest in assessing how your
organization runs. Ask yourself:
When projects are driving toward a critical milestone, do people get busy
and do actions fall through cracks?
If so, this is a legitimate weakness that needs some attention. Agile organiza-
tions are just as susceptible to these problems as traditional organizations
are. Therefore, practices are required in both traditional and Agile organiza-
tions to ensure key actions that could burn us downstream aren't being
dropped. Refer to Table 5-7 for a sample Action Item form.
Table 5-7
Sample Action Item Form
5.20 Involving Relevant Stakeholders
CMMI Generic Practice 2.7 states:
… Involve Relevant Stakeholders.
A relevant stakeholder as defined in the CMMI is a stakeholder that is identi-
fied for involvement in specified activities and is included in a plan. In small
Agile organizations where most everyone interacts daily in a face-to-face
environment, involving relevant stakeholders is not difficult. However, as
