From Specification to Implementation (III)

Continuing with related post (From Specification to Implementation) I will described the last processes implementation in a public organization supported with RedMine.

The final photo (today, forward work will be done) consist on:

A set of processes:

• Project Planning (CMMI)
• Project Monitoring and Control (CMMI)
• Requirements Development (CMMI)
• Requirements Management (CMMI)
• Release Management (ISO 20.000)
• Defect Management 

A group of roles (RedMine roles):

• Sponsor
• Expert User
• Functional Director
• Project Manager
• Project Team 
• System Manager
• System Team

And several management elements (RedMine trackers):

• New Initiative
• Goal
• Project Plan
• Requirement
• Requirement Change
• Sprint
• Release
• Version
• Defect
• Request for Change (development)

With these three group of elements the new methodology is ready to be used. The relationship between then is described in the following picture:

Further related documentation have been generated: templates, reports, user manual, change management... and everything is supported with wiki and document functionality.

Continual Improvent Process

The continual improvement process is almost the most important concept that every methodology must define, and that should be always implement in any organization.

If we take a look at most significant methodologies, we can see this process area definition:

• ITIIL V3
• CMMI - Dev - 1.3
• TMMI

Continual Improvement Processes aimed to be used not in an initial application of any of these methodologies, but in a later step, and this causes several miss-performance situations in organizations:

• Organizations that are making an effort in methodology improvement don't have a continuous improvement process included on their process map.
• After implementation of the methodology in the organization there are no metrics to determine if performance is increasing or not.
• Basic diagnostic is not determine: is the methodology in my organization being used?

To avoid those situations any implementation of any methodology must define a set of processes, with almost the following matters:

• A set of processes not in paper, but with a computer based solution that support then.
• A set of basic metrics that measure how are  being used processes.
• A set of performance indicators to determine if throughput is increasing or not.
• A set of reports that inform the methodology leader how everything is going on.
• the organization must know how to inform or propose improvement  to methodology.