People, Roles, and Responsibilities
This chapter discusses the major players involved with a process improvement (PI) task. Group and individual responsibilities are highlighted. However, your organization may require more—or fewer—groups. Also note that one person can fulfill many of these roles simultaneously or serially, depending on the size of your organization and the complexity of your process improvement effort. Process Improvement Champions, Sponsors, and Groups Process improvement efforts generally require the following individuals and groups: PI Sponsor—The person from the organization responsible for overseeing the entire PI effort. This person generally has the ...view middle of the document...
Engineering Process Group (EPG) Previously, under the CMM, the group responsible for establishing the process improvement structure, directing, and monitoring its activities was called the SEPG (Software Engineering Process Group). Now, that group is referred to as the EPG (Engineering Process Group), as Engineering takes in more than just software efforts. Remember, CMMI no longer focuses only on software—it was designed to include many areas of your organization needed to produce a product. Figure 12.1
Interpreting the CMMI. A process Improvement Approach. Second Edition. Margaret K.Kulpa, Kent A.Johnson Página 2
depicts a typical structure that has proven useful to us when we have instituted process improvement in other organizations. Notice that the Transition Partner and EPG Lead need to interact at multiple levels in the organization. The EPG’s primary role is to improve processes within the organization. This group needs to understand the current process (AS IS), develop a vision of thedesired process (TO BE), establish and prioritize process improvement actions, produce a plan to accomplish actions, and commit resources to execute the plan. The
Interpreting the CMMI. A process Improvement Approach. Second Edition. Margaret K.Kulpa, Kent A.Johnson Página 3
EPG is formed from individuals within the organization. The head of the EPG—the EPG Lead—reports on process improvement activities to the Steering Committee.The Steering Committee is responsible for allocating resources, budget, and time to the EPG. The Executive Steering Committee is responsible for providing the initial funding, vision, and directives for process improvement. The PATs are individual teams that are created to address specific process improvement concerns or process areas. Generally speaking, they focus on the areas of weakness found during appraisals. The PATs are the ―worker bees.‖ They write the procedures, pilot them, and update them as needed. Members of the PATs are pulled from the technical staff from many projects throughout the organization. The technical staff may also include project managers, and we recommend that they also serve on PATs. Sometimes a Transition Partner is hired to help the organization structure, create, and track process improvement activities. This Transition Partner is usually an outside consultant with process improvement experience performed at several other organizations. An organization may have several EPGs in existence at the same time and several layers of EPGs. It all depends on size and complexity. When establishing a PI organization, you need to identify a PI Champion. Usually, the champion will be responsible for gaining staff and resources to generate the PI program, and ―push‖ the concept to all layers of the organization. The PI Champion may also serve as the EPG Lead or may appoint someone else for this duty. The EPG Lead is tasked with reporting to the Executive Steering Committee and with overseeing and...