Final Review Date 10-11-2020
Findings:
TS •Tools such as Confluence, Jen-kins, git, VersionOne, Jama used as part of ways of working in engineering lifecycle model across project teams
•Jama tool extensively used by the team with references to class diagram and basic sequence diagram
•Tools such as Coverity used for static analysis across project teams
None iden-tified
•Tools such as McCabe complexity tool could be used for measuring code main-tainability index and explore possibilities for minimizing code refactoring efforts
•Code health dashboard could be devel-oped and used for analyzing the overall health of the code covering key metrics such as code coverage, code cyclomatic complexity, maintainability index, code debt, Depth of inheritance and this could be integrated with KPI Dashboard
•Select technical artifacts capturing de-tails such as scenarios, hardware I/O, electrical drawing availability, interface components could be templatized to ensure uniformity
PI Project teams use Jenkins to evolve and implement Integra-tion test strategy
None iden-tified
•Smoke test failures along with resolu-tions database could be integrated with the pertinent tool to instantly access the resolutions of relevant test failures to select and apply the solutions with less turn-around time
•Shift-left method could be applied for smoke test by applying the same based on applicable scope at the component level to reduce smoke test failures dur-ing release testdur-ing
•Automation of release notes
prepara-97
tion could be explored
RDM •INVEST model used to capture user story details comprehen-sively across project teams
•Project teams use Confluence to capture Feature specifications
•Granular level requirements could also be assigned with requirements ID explic-itly
•Methods such as Kano, MoSCoW could be used for requirements elicitation and prioritization
•Requirements elicitation question bank could be formulated and used for attain-ing requirements clarity
Criteria for selecting review methods such as peer review, SME review could be defined and used
VV •Robot framework test automa-tion used for component, inte-gration & release testing with the capacity of executing 2000 test
•In-house validation performed for the solutions to ensure func-tionality coverage
•Testing capabilities ranging from manual software testing to automation testing in place
•Comprehensive the case com-pany way operating model
fol-None iden-tified
Defect leakage analysis table could also be included in KPI Dashboard
98 lowed for release testing and matured testing process in place PQA Internal audit Corrective Actions’
ageing with status analysis per-formed with graphical represen-tation
None iden-tified
•Process improvements percentage resulting from audit findings could be introduced as a KPI and could be in-cluded as part of KPI dashboard
•Repetitive NC analysis from audits could be conducted in order to minimize and eliminate select NCs
•Corrective action closure timeline could be defined based on the complexity of activities instead of pre-defined duration.
Example: 90 days
EST Estimation historical data of 10 years leveraged for estimating various parameters such as size, efforts and features
None iden-tified
•Historical data used for complexity-based estimation could explicitly capture the date-range considered for calibrating purposes
•Automated / online tool with advanced features could be used for complexity-based estimation method leveraging available historical data
•Estimation tool could have the provision to select the estimation method such as Fibonacci/modified Fibonacci and further configure to populate relevant data PLAN •Project Teams use 70:30
prin-ciples for capacity planning and allocations
•Quarterly planning with pre-planning and pre-planning agenda conducted across project teams engaging key stakeholders cov-ering multiple backlog grooming and dependencies
None iden-tified
None identified
MC •Meetings such as SW QIT Meetings, PO meetings, Sprint
None iden-tified
•Identified critical dependencies classi-fied as “No” could be supported with
99 planning meeting, Steering meetings are planned and con-ducted as part of monitoring the project team performance peri-odically and associated action items tracked
•Daily Scrum board with color codifications used for monitoring
& tracking the activity progress
rationale/basis for future references
•Retrospective method options such as Drop/Add/Keep/Improve (DAKI), Start/Stop/Continue (SSC) could be defined for use in addition to existing method “what went well and didn’t go well”
•Repetitive pointers identified from retro meetings could be traced leveraging AI/ML based interventions embracing Organizational knowledge asset reposi-tory to enable the team to instantly pick the relevant actions based on other teams’ experience
•Progress dashboard could be devel-oped and shared covering status details such as SW development feature status, Integration test and release testing sta-tus based on release frequency, to ena-ble advanced planning & preparation
OT •70-20-10 learning approach followed for competency skills development across project teams
•Learning management system on Saba cloud platforms and sur-veys are conducted in addition to IDP process for identifying de-velopment needs for staffs
•Pool of local & global program / course specific trainers (internal + External) maintained along
None iden-tified
•Conversion of External trainings to in-ternal trainings could be tracked along with cost savings to ensure increased number of internal trainings leveraging external trainings for train the trainers program
•Online competency assessment for aspiring trainers could be developed and deployed for selecting & evaluating in-ternal trainers along with providing feed-back
100 with the evaluation processes
•Kirkpatrick method used for evaluating learning effectiveness across various levels
•Case company’s learning im-pact model with Manager’s &
participants’ feedback adapted and used for assessing the train-ing impact
•KTI Learning page, L&D News-letter used for uniform communi-cation on upcoming pro-grams/courses across the Or-ganization
•L&D Dashboard using Qliksense to demonstrate the performance on select metrics such as percentage of employ-ees trained, Average training satisfaction, Average training hours per employee, priority program completion
•Initiatives such as learning week, KTI Career week launched to inspire employees on continuous learning and VersionOne, Risk management channel in Teams used for man-aging & tracking risks
•In some of the instances, MS
None iden-tified
•Customized risk identification question-naires based on risk taxonomy could be formulated & used for identification pur-poses and this can be built-in as part of the existing tools
•Risk categorization-wise analysis along with graphical representations could be performed
•Risk identification efficiency could be
101 excel based Risk matrix chart with Red-yellow-green color codifications used for evaluating severity-based risks
introduced as a measure to evaluate the risk detection efficiency and this could be included as part of the KPI dash-board
•A common tool for capturing and track-ing risks & opportunities could be ex-plored across the Organization. This common tool could have built-in features such as risk repository, pertinent filters, visibility to management based pre-defined thresholds, escalations and accessibility
CAR •LIFT (L-List problem, I-Identify causes, F-Formulate action plan, TI-Implement actions, TT-Validation actions closure) methodology used for perform-ing CAR & Corrective actions
•Techniques such as 5-WHY analysis used across team for root cause identification and analysis covering negative &
positive outcomes along with action plans
•Specific set of criteria could be defined to enable the selection of RCA tech-niques such as Fishbone, 5-WHY
•Fishbone diagram generator tool could be used for performing RCA activities
•Techniques such as 5-HOW analysis could be explored for positive outcomes
CM Variety of CM tools such as PDM, ClearCase, Confluence, JAMA, Sharepoint portal used across project teams managed & controlled and controlled
•Test cases maintained in Jama and outputs of Kaizen / Gemba in Share-pointportal could also be reflected ex-plicitly in the Configuration management table
102
•Automated system level code could be developed to detect compiler version mismatch and avoid creation of different software binaries for the same source code
DAR Detailed MS Excel-based DAR form with scenarios, criteria, evaluation method, ratings, al-ternative solutions considered, selected solution along with risks captured
None iden-tified
•DAR form could have provisions to capture internal & external references for traceability purposes
•DAR scenarios could be supported with mandatory & optional criteria list and recommended evaluation methods for ready reference to practitioners and to enable considerations of critical criteria along with pertinent evaluation methods depending on the scenarios
•Ratings provided in DAR form could be supported with rationale/basis captured in the form itself for future references
•Final outcomes from implementing the selected solution could also be captured in the DAR form for future references
•A common tool for conducting DAR could be explored for enabling instant reference and reuse from past decisions
PAD •Initiatives such as KTI Acceler-ate program embarked upon
•Vision & Objectives evolved in alignment with process im-provement initiative covering customer centricity, speed and efficiency
•SW improvement program func-tion staffed with experienced employees and the functions’
performance tracked through monthly steering meetings &
None iden-tified
•Rating the knowledge assets by practi-tioners in KAL Hub along with brief re-marks could be provisioned in the portal to collect instant feedback from users
•Periodic validation of knowledge assets could be supported with pre-defined frequency to ensure the shared assets’
relevance at any given point in time
•Process assets traceability matrix could be maintained to link related assets and reduce change impact analysis efforts
•A common tool with consolidated action
103 reporting mechanisms
•SW improvement program streams formed with key stake-holders to drive the stream’s focus and achieve key business benefits mapped to related KPIs
•Knowledge asset library hub created and maintained for stor-ing and accessstor-ing Organization-al knowledge assets
items log could be developed and de-ployed to enable instant references of similar action items & nurture reuse
PCM •VersionOne tool used for track-ing the progress on improvement actions using strategic themes
•Pilot plan and results reports used to plan and track the per-formance outcomes of pilot pro-cess improvement projects. Ex-ample: Pair programming
•Structured & detailed implemen-tation plan chalked-out and tracked for various improvement actions
None iden-tified
•Overall project risk analysis & study could consider deriving Organizational level improvement initiatives to eliminate select risks from the system
•Process improvement participation index could be introduced and tracked as a KPI metrics for nurturing increased participation of employees
•Elaborate criteria could be defined &
socialized for qualifying a practice as a Best practice in the context of the Or-ganizational unit
•Detailed FAQs could be developed and hosted on processes & guidelines (LOM, Agile ways of working, QEMS) in order to instill the foundation for AI/ML/BOT based interventions in future
•Process based awareness events, quiz
& online collaborative gamifications could be administered with increased periodicity to strengthen uniform under-standing
MPM •Project Teams use KPI Dash-board to follow & track KPIs consistently as defined for their teams
•Dedicated subject matter
ex-None iden-tified
•Percentage claims on-time completion KPI could be split based on complexity classification as it can influence the ac-tual performance
•Key actions from KPI deviations could
104 perts identified and assigned with the tasks of tracking the performance progress against various KPIs and the outcomes are published as part of KPI Dashboard
•KPIs are described with detailed operational definitions and are classified by lead and lag indica-tors
be made more specific along with the method of tracking the same to closure.
Also actions proposed could reflect sys-temic changes proposed to achieve permanent fix
•Actions proposed from KPI analysis could consider the usage of Organiza-tional asset library for similar actions taken by other teams
•Competency development could be measured in alignment with Organiza-tional objectives using competency de-velopment index as an exclusive KPI
•Key business benefits for each stream could be supported with quantifiable benefits
GOV Multiple levels of Governance model established covering Or-ganizational, project team and process level
None iden-tified
None identified
II Various tools deployed and used across project management, engineering & delivery, team collaboration and virtual/remote execution of project / business activities
None iden-tified
•Comprehensible tool database with the details such as Tool name, purpose, key features, benefits and point of contact could be maintained in KAL hub for ref-erence
•Tools requisition form could include the list of default tools based on the project type and roles raising the requests
•Team based success stories on pro-cess implementation could be shared based on STAR approach (S-Situation, T-Tasks, A-Actions, R-Results) for ref-erence purposes
•Organizational Knowledge asset library could be enhanced to fetch data from different repositories saving efforts on manual entries
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Appendix 8. Quantitative Assessment of Impact of CMMI Implementation
Business Area All Selected teams
Participants Members of All selected teams (Total = 25 personnel) Mode of Data Collection Presentation & Questionnaires
Date 18.11.2020 – 25.11.2020
Findings:
Questions 0% (No
im-provement)
30%
(little)
60%
(OK)
100% (Con-vincing) Are you satisfied with CMMI Implementation
in your team? Did you get benefit?
16 9
Did CMMI helped you to improve quality of products or services?
6 15 4
Did CMMI improved intra-team collaboration and coordination?
6 19
Did CMMI improved inter-team collaboration and coordination?
15 9 1
Did CMMI helped you to improve your way of doing things?
12 13
Did CMMI helped you to have better under-standing of practices followed in your team?
12 13
Do you have better understanding of CMMI model now?
5 7 13
Feedback from Teams about Getting Full benefit of CMMI:
Question Immediately 6 months 1 year 2 years
What is your view that the organi-zation will get full benefit of CMMI implementation?
4 7 10 4
106