The 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.Įach 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. The Office of the Chief Executive is the executive management team at SDLC.They establish business strategy and commission projects. Technical 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.Ī Customer is the individual or organization who will use the project product.Note that there is a distinction for SDLC between the true customer and the Contracting Organization that acts as the customer’s representative within SDLC.Strategic Development: Research and Development group viewing opportunities in emerging markets and up-selling existing accounts.Marketing and Product: This area manages the portfolio of features and functionality for outbound marketing.Sales and Marketing: The area that sells to clients/customers in both the domestic and international markets.The 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. SDLC On-Line Roles and Responsibilities Reference Role 1.3 Office of the Chief Executive (OCE).1 SDLC On-Line Roles and Responsibilities Reference.
0 kommentar(er)
