Information Technology Reference
In-Depth Information
6.17 Example of Using CMMI Framework as a Roadmap
Generic Practice 2.1 states:
Establish and maintain an organizational policy for planning and perform-
ing the [fill in the relevant process area].
At NANO while they didn't have specific policy statements written for each
process, they did have a set of approved Enterprise Plans. Those plans pro-
vided a well thought-out vision for the entire organization and included the
organizational expectations of Senior Management with respect to process.
A policy from Senior Management doesn't need to bear the name “policy”
to achieve the intent of a CMMI policy. In this case, it was contained in a
document referred to as a plan. Nonetheless, it achieved the intent of CMMI
GP 2.1. Therefore, within NANO's Process “Roadmap” framework we had
a GP 2.1 entry where we placed a pointer to the appropriate section of the
Enterprise Plan achieving the intent of the policy.
6.18 Addressing the Stakeholder Weakness at NANO
GP 2.7 (identifying and involving relevant stakeholders) had been com-
pletely missed by NANO in developing most of their processes. Rather than
require changes to every legacy process by forcing them to add a stakeholder
section, I recommended we address this practice at the organizational level.
LESSON 2
While distributed process ownership aids buy-in, coordinating and training
key practices at the organizational level can aid efficient and effective
process deployment.
Specifically my recommendation was to develop at the organizational level a
stakeholder matrix
that identified relevant stakeholders needing to be
involved in various activities across all of the process areas.
This approach provided a number of advantages. It didn't require us to
update every single legacy process that had been previously developed. And
since this area had already been identified as a weakness in the organization,
I felt we needed to raise the visibility of its importance by managing it at the
organizational level.
