Information Technology Reference
In-Depth Information
organizations grow, and projects get larger, sometimes all team members
might not be located in the same physical space. As we become busier and
projects become more complex, it becomes easier for the “ball to be dropped”
and for relevant stakeholders to get missed.
One of the best techniques I have observed in traditional and Agile organiza-
tions to address this situation is the development of a
relevant stakeholder
matrix
. This matrix of stakeholders identifies key roles within the company
and what activities they need to be involved in. Such a matrix can be used both
for initial project planning and as a
reminder
during project execution.
17
Refer
to Table 5-8 for an example of a relevant stakeholder matrix (partial matrix).
Table 5-8
Example Relevant Stakeholder Matrix
Product
Producer
Reviewer
Approver
Notify on Change
System
System
Chief
Functional
Te a m L e a d s ,
Requirements Engineer
Engineer
Leads,
Chief Engineer,
Specification
Program
Program
Manager
Manager
Concept of
System
Chief Engineer,
Chief Engineer
Customer Rep,
Operation
Engineer
Customer Rep
Chief Engineer
Software
Software
Chief Engineer,
Chief Engineer,
All Functional
Design
Engineer
Software
Software
Leads,
Document
Functional Lead
Functional Lead
Chief Engineer
Te s t
System
Chief Engineer
Functional Leads, Chief Engineer,
Procedures
Engineer
Te s t D i r e c t o r
Te s t D i r e c t o r
5.21 Involving Relevant Stakeholders —Additional Help
Sometimes Needed
The CMMI focuses on expected practices related to
“
what
,”
not “how.
”
This
doesn't mean you don't have to make sure your
“
how” is effective. It means
it is up to you to figure out the “right how” for your organization.
17. The use of a stakeholder matrix to address key weaknesses in an organization is discussed further in
Chapters 6 and 7 on the NANO and GEAR case studies.
