Chapter 17: A Boatload of Metrics


Charters

Charters are usually generated for the EPG (Exhibit 5) and PATs (Exhibit 6), and are often very similar in format ” their scope is different, depending on the roles and responsibilities of each group . Charters contain statements addressing the following:

  • Customer : Who are the customers?

  • Sponsor : Who is sponsoring this effort?

  • Start date : When does this PAT begin? If this is the EPG, how long will this EPG focus on the goals and objectives defined?

  • End date : See previous.

  • Purpose : Why are we here? What problem are we to address?

  • Scope : How long, what results are expected, what is included and not included, and why/why not?

  • Deliverables : Action Plans, processes, charters, other plans, training materials, procedures, policies.

  • Members : Who are the members? (by name and title)

  • Percentage of their time : This is mandatory. Use this measure to track if anyone is over-allocated. As a member of this team, can you really devote this much time to your task? Is the EPG full-time ? PAT activities are usually part-time . The rest of the time, the PAT members work on their normal tasks .

  • Role of each team member : What position do they fill? What deliverables are they expected to write?

  • Authority of the PAT/EPG : Define problem resolution here. Does this PAT have the right to overrule another project manager?

  • Assumptions : All members will attend and actively participate in all meetings.

  • Ground rules : On-time attendance.

  • Attendance. Is 100 percent attendance required, or can someone attend in your place? Will quorums be used? What constitutes a quorum?

  • Decision process : Usually done through consensus. Consensus is that all members agree with the decision and can publicly support it. If you don't choose consensus, what constitutes a majority?

  • Expected behaviors.

  • Unacceptable behaviors.

Exhibit 5: Example EPG Charter
start example

Rev B, 3/7/03

This document describes the mission, objectives, and preliminary tasks necessary to establish the Engineering Process Group (EPG) at the XXX organization. This charter will apply to all members of the EPG.

Mission

The mission of the EPG is to implement process improvement (PI) at xxx. PI activities include fostering an understanding of the Software Engineering Institute's (SEI) Software Capability Maturity Model Integration (CMMI); conducting a baseline SCAMPI; generating Action Plans based on the results of the SCAMPI; implementing the activities documented in the Action Plans; and monitoring results.

Objectives

The objectives of PI are to achieve all goals of the Process Areas (PAs) for Levels 2 and 3. Level 2 achievement is projected for xxx date. Level 3 achievement is projected for xxx date. These objectives will be accomplished by reviewing and augmenting existing documentation; conducting periodic assessments; performing training and orientation as needed for personnel; participating on teams established to institute PI; incorporating planned activities into existing practices; and monitoring and measuring results.

EPG Membership and Operating Procedures

The EPG will consist of senior members of the systems and software development staff, will be managed by the PI project leader, and will be facilitated by an on-site PI consultant. The EPG will meet once a week. This weekly meeting will serve as the focal point for reporting the status of the Process Action Team (PAT) tasks. The EPG will serve as a forum to discuss and resolve issues occurring during PI project activities, to introduce information and new technologies or methods into xxx, and to review material generated during project process improvement activities.

PI Structure

The PI reporting structure is as follows . Each member of the EPG (except for the PI project leader and consultant) will serve as the chairman (or lead) of each PAT. This structure allows for an effective flow of information from the EPG to each PAT, from each PAT to the EPG, and for sharing information among the different PATs. Each PAT will exist only on a temporary basis. As the activities detailed in the Action Plan for each PAT are accomplished, that PAT will be dissolved. The members of that PAT will then be assigned other PI tasks. PAT teams will consist of the EPG representative (as PAT lead) plus other members of the organization, as necessary. For example, if one of the tasks in the Action Plan is to generate Configuration Management standards, a PAT will be established for that purpose. The PAT lead may request help in this area from other organizational individuals knowledgeable in configuration management standards used both at xxx and across the industry. Those individuals may be temporarily drafted on a part-time basis to assist in generating those standards. After the standards have been documented and approved by the EPG, those individuals will no longer be needed, the PAT will be disbanded, and the PAT lead will be used either on another PAT or as needed elsewhere for PI duties .

Steering Committee Obligations

The EPG chairman (the PI project leader) will in turn report EPG activities to management and an Executive Steering Committee. Senior management determines the budget and is responsible and accountable for the ultimate direction of PI at xxx.

EPG Tasks

Initial EPG tasks will include training in the CMMI and the SCAMPI process, generating business meeting rules, setting up PATs, developing detailed Action Plans on a PA-by-PA basis, and instituting a PI infrastructure.

As a result of the SCAMPI presented to management on February 6, 2003, the following tasks were generated:

  • Generate an OSSP to structure further PI efforts.

  • Search for standards, where a standard will provide organizational focus and support, enforced by our QA personnel.

  • Implement Requirements Management (RM) and Configuration Management (CM) by establishing PATs to generate policies, procedures, with the EPG monitoring the results.

  • Implement a Configuration Control Board (CCB) with the EPG performing this function until resources become available to perform this function separately from the EPG.

Project Planning (PP) and Project Tracking and Oversight (PTO) will be planned and acted upon once the results of the pilots for the preceding PAs (RM, CM) have been reviewed.

Level 2 PAs should be the primary focus at this time. All efforts must be supported by training. Training must be received, not only in the CMMI, but also in the PA assigned to the various PAT members. PATs cannot be expected to write procedures for performing a PA if they have not been trained in what the CMMI requires and what the PA consists of.

Pilot projects need to be selected to pilot the CMMI procedures and instructions. The monitoring of CMMI- related activities will be performed by the EPG.

end example
 
Exhibit 6: PAT Charter Template
start example

Customer:

     

Sponsor:

     

Start:

 

End:

 

Purpose of the PAT:

     

Linkage to Business Objectives:

(from strategic or business plan if we have it)

Scope:

     

Deliverables:

     

PAT Members:

     

Name

% of Time

 

Role

     

PAT Authority:

     

Assumptions

     

Ground Rules:

     

Attendance

     

Decisions

     

Behaviors

     

Sign-offs:

     
end example
 



Interpreting the CMMI(c) A Process Improvement Approach
Interpreting the CMMI (R): A Process Improvement Approach, Second Edition
ISBN: 142006052X
EAN: 2147483647
Year: 2005
Pages: 205

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