This chapter is from the book
This chapter is from the book
This chapter is from the book
Summary
Armed with the knowledge that there is a difference between what is commonly referred to as training and mentoring will set the stage for you and your implementation team to successfully transfer knowledge of RUP techniques and Rational tool functionality to your organization. Focusing on goal-oriented and project-specific training will yield the highest returns for your training efforts, and provide a solid, yet minimal, foundation to begin the mentoring.
Creating a mentoring model that supports your pilot projects and lends itself to transitioning into the support you will need once you reach the program level of your implementation is a critical factor. You need to develop the skills and experience of your internal employees to become RUP mentors. Utilizing External Mentors and carefully selecting your employees to become mentees is a giant step in building your implementation team. Clearly articulating the External Mentor's scope of responsibility and evaluation criteria for the process to transfer their skill and knowledge to your Internal Mentees is a key aspect in maximizing the returns from this model. The goal is to have your Internal Mentees demonstrate the competencies and pass the established tests to become true mentors. This is an investment that will pay dividends to your company for years to come.