Therefore, the allocation of persons to roles has also to take into consideration the organizational structure and the organization handling. Roles identify activities that may require only part of the working hours of a staff member, or, in other cases, they may require several times the working hours of a staff member. Therefore, a staff member may have several roles allocated to him, or one role may be fulfilled by several staff members.
The important part in this allocation is that the roles themselves will not interfere with each other and might thus become an unsolvable problem for the person in charge of a role (e. g. with regard to constructive SD roles on the one hand and with the testers on the other hand). For example, the role of the Project Leader must not be combined with the role of the person responsible for QA, since the Project Leader is mainly responsible for time and budget, and the QA Manager for the quality. As another example, the role of the QA Manager is compatible with the role of the CM Representative.
Criteria for the allocation are that a person must not be in a conflict of interests, responsibility structures and experience, know-how, suitability, availability (utilization) of project members.
In case no more activities are allocated after the tailoring, some roles may be dropped from the project. In small projects, it is inevitable that several roles are allocated to one person. In large projects, each role is usually covered by different staff members.
Some roles relevant for the project may be transferred to an organizational unit for the entire length of the project. This is practical mainly in such instances where the activity of the role is rather complicated and a constant increase in the know-how can be expected while continuously dealing with the subject matter. On top of that, these roles may comprise tasks of cross-sectional nature and be the prerequisite and basis for all projects. They are independent of individual projects since their services are required by all projects. Typical examples are Project Manager, Q Manager, CM Manager, and IT Representative. An example for the allocation of roles to persons/organizational units within one organizational structure can be found in the collection of manuals.
The V-Model assumes that system development or system maintenance and modification is the focus of commission. Normally, the customer is an organizational unit that commissions system development to another organizational unit either outside or within the authority/company. When considering customer and contractor, this does not necessarily mean that roles in the V-Model will be duplicated (roles customer and rolesc ontractor). Additional communication and coordination tasks have to be specified that may lead to the setting up of further decision and steering groups.
|Manager||Persons Responsible||Persons in Charge|
|Submodel PM||Project Manager||Project Leader,
|Submodel QA||Q Manager||QA Manager||Assessor|
|Submodel CM||CM Manager||CM Representative||CM Administrator|
|Submodel SD||Project Manager,
|Project Leader||System Analyst,|
Data Protection Specialist,
IT Security Representative,
The roles in V-Model are:
|Participation Type||Elementary Tasks|
The following tables illustrate the allocation of roles per activity:
|This page online GDPA Online Last Updated 03.Mar.2004 by C. Freericks|