3 project tracking project manager assuring that

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3. Project tracking: project manager. Assuring that scheduled meetings occur; Facilitating meetings; Assisting with project plan revisions; Notifying stakeholders of revisions. 4. Software subcontract management: project sponsor, project man- ager, business manager. Creating a list of possible vendors; Developing the RFP; Developing the cover letter for the RFP; Arranging the bidders’ conference; 218 Practical Software Process Improvement
Reviewing proposals; Notifying the winner of the award; Reviewing the subcontractor’s project plan; Assuring that technical reviews occur as scheduled; Assuring that satisfactory project statuses are received; Escalating problems as necessary; Assuring adherence to all aspects of the contract. 5. SQA: SQA group, project manager. Checking that all reviews are being held and documented; Confirming usage of required templates; Completing tables showing findings. 6. SCM: Project manager, SQA Determining what work products should be under configura- tion management; Establishing the work-product repository; Assisting with a version control naming scheme; Assuring that baselined products are entered properly into the repository; Monitoring changes to baselines for accuracy; Assuring stakeholder notification of baselining and rebaselining. It is expected that the person responsible for process improvements is the most knowledgeable about the processes themselves and all related templates and checklists. Because of this, that person may have a major role in documenting the requirements, writing the project charter, creating the WBS, and so on. It will be important to assist the person responsible for each of these tasks, rather than doing them for him. He will not learn them without assistance; neither will he learn them if the tasks are done for him. Because much of this work must be done at the start or early part of the project life cycle, it is obvious how it can be challenging for one person, especially if she is also the project manager. While the project plan is being Process Implementation 219
created, SQA measures will be decided so they can become part of the plan. At the same time, decisions will be made regarding configuration manage- ment—what work products will be involved, where the repository will reside, and so on. After that, the walk through of the process steps with the people responsible for individual tasks will be far more manageable. But that initial investment of time is vital; it will be the foundation for process improvement success on the project for which these steps are being taken and on future projects. 11.4 Act As Liaison Between Business and Development A common problem on many projects is lack of communication and understanding between the business side of the organization and the tech- nical side. The need for good communication becomes even more vital when process steps are being implemented. Without process, if require- ments were unclear, a developer working on a module might contact

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