Contracting Organization contracts with the performing organization to
develop the product using a project discipline.
The Contracting Organization represents two departments: Product
and Technical Support.
Product is divided into Sales and Advertising, Marketing and
Product, and Strategic Development.
A brief description of each area follows.
and Marketing: The area that sells to clients/customers in both the
domestic and international markets.
and Product: This area manages the portfolio of features and
functionality for outbound marketing.
Development: Research and Development group viewing opportunities in
emerging markets and up-selling existing accounts.
Support: Technical Support performs two roles in the current
environment: Training and customer support.
As the Service Organization they provide customer support to
end users (first level).
In their role as the Training Organization they provide
training to field and service engineers.
Customer is the individual or organization who will use the project
Note that there is a distinction for SDLC between the true customer and the Contracting Organization that acts as the customerís representative within SDLC
of the Chief Executive (OCE)
||The Office of the Chief Executive is the executive management team at SDLC. They establish
business strategy and commission projects.
Owner oversees the completion of work at a gate.
They may be from the Product, Content, Technical Support, or
Development areas depending on the project activities underway.
The Project Sponsor assigns owners at the beginning of a project.
gate has an Owner who is accountable for tracking the gate requirements,
maintaining the status of the gate and taking corrective action to ensure
that the gate is met in a timely manner.
The gate owner is also responsible for convening a meeting of the
appropriate review board to approve passage of the gate. In the case of
gates that have associated management phase reviews (see glossary), the
gate owner convenes the review meeting and facilitates the decision making
that is required at that gate.
In the event that an exception arises at a gate that does not have
any associated management phase review, the owner is responsible for
escalating the issue to the appropriate management phase review board for
Performing Organization is generally the Engineering Department.
The Engineering Department consists of Development (Sustaining,
Advanced and Strategic), Validation/Quality Assurance, Operations (OCC,
Release Engineering, Database Administration, Network and Operations
Engineering), Systems Engineering/Architecture and project management.
Program Manager is the individual who oversees multiple projects that are
related by a type of service delivery or by feature and functionality.
The Program Manager is accountable for the program and is empowered
by the Office of the Chief Executive to make decisions affecting the
successful outcome of the program.
Program Manager takes an enterprise view.
The Program Manager is responsible for determining the schedule for
deployment of company resources and achieving the objectives of a specific
program. The role includes
the following additional responsibilities:
milestone progress reports
issue and risk mediation
and conducting status meeting
the project is on time, within budget program deliverables.
Management Office (PMO)
The Program Management Office (PMO) monitors, supports and reports on SDLC's programs and projects.
Program Managers provide defined periodic updates to the PMO.
The PMO consolidates the efforts of all programs and technology
specific projects and delivers these reports to the OCE.
PMO is responsible for issuing standards and guidelines for planning,
tracking, and reporting, and for providing project support to individual
project teams. Accountability
for project delivery will remain with the individual Project Manager and
focal point throughout a project who ensures that the responsible party
has completed with quality and comply with defined acceptance criteria.
Manager also acts as the conduit for communicating the progress of
the project and decisions made throughout the process to the Project Sponsor,
Organization, and the Performing
Project Manager is accountable for the project and must be empowered to
make decisions affecting the successful outcome of the project responsible
for managing a project. This
should not be confused with the project management function that exists
within many organizations.
Managers are responsible for determining the deployment schedule for their
specific project. This role
includes the following additional responsibilities:
corrective action in problem solving
and conducting status meetings
that change control procedures are being followed
Review Board is composed of representatives from both the Performing and
Contracting Organizations, as well as the Project Sponsor, Project Manager
and Program Manager. Review
Boards assess the deliverables at each gate in the System Development Life
Cycle to insure that requirements have been met.
Also, the Review Boardís specific knowledge of the projectís
goals and status allow it to make informed decisions to which they are
reviews provide the mechanism for the management of the Performing
Organization and the Contracting Organization to make decisions concerning
the scope, cost and schedule of the project.
At each review, the members of the Review Board are required to make decisions that are in the best interests of SDLC.
These decisions may involve making tradeoffs to arrive at an
optimal decision. It may be
necessary to omit or remove scope in order to satisfy cost and schedule
constraints. Additional cost
may be approved to maintain scope and schedule commitments.
A schedule delay may be agreed upon to enable required scope to be
delivered within existing budgets. Each
case is unique and must be considered on its specific merits.
The Service Organization is the unit that that provides deployment support services to the Contracting Organization for all SDLC products.
Services include provision and support of deployment tools,
software load support, problem resolution, phone support and deployment
planning support. At SDLC the Service Organization is generally Technical Support.
The Training Organization is the organization that provides customer installation and operations training to the Contracting Organization for all SDLC products. This
generally refers to Technical Support.