| For a Governance Track, a team has persistent focus in some areas and changing focus in others as a project evolves from project initiation through project execution and concludes with project closeout. Table 12-1 reflects discrete activities and responsibility areas for each team advocacy group during the Governance Track. Table 12-2 reflects persistent activities for each team advocacy group throughout the track. In addition, all advocacy groups participate in various reviews and process improvement activities. Table 12-1. Team Focal Areas During a Governance TrackAdvocacy Group | Focus |
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Product Management | Customer acceptance | Program Management | Ramping up the team, ramping down the team | Architecture | Establishing planning process | Development | Establishing build process | User Experience | User acceptance | Test | Establishing testing process | Release/Operations | Establishing deployment process, operations acceptance |
Table 12-2. Persistent Team Activities Throughout a Governance TrackAdvocacy Group | Focus |
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Product Management | Customer feedback, assessment, and sign-off; requirements trade-off and reprioritization | Program Management | Project initiation, execution, and closure | Architecture | Planning process improvement, architectural refinement, and realignment to changing requirements | Development | Build process improvement, task estimate accuracy, timely task completion | User Experience | Usability assessments; user feedback, assessment, and sign-off. | Test | Forecasting quality attainment | Release/Operations | Defining and refining solution-related agreements, such as Service Level Agreements (SLAs) (i.e., agreements between Operations and Business Unit customers); Operational Level Agreements (OLAs) (i.e., agreements between Operations and internal suppliers); and Under-pinning Contracts (UCs) (i.e., agreements between Operations and external suppliers) |
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