Değerli, M. (2020). Crafting a CMMI V2 Compliant Process for Governance Practice Area: An Experiential Proposal. 14th Turkish National Software Engineering Symposium (UYMS 2020). 10.1109/UYMS50627.2020.9247068 – https://ieeexplore.ieee.org/xpl/conhome/9247008/proceeding
2. A. Process Definition
Table 1 shows the high-level definition details for the
governance business process.
TABLE I. PROCESS DEFINITION
ID GOV
Name Governance Process
Objective To remarkably reduce the cost of process
implementations, to notably increase the likelihood
of meeting objectives, and to firmly guarantee that
the implemented processes support and contribute
to the business success.
Scope Covers activities for senior management on their
role in ensuring that work is performed in a way
that is relevant and important to the business and
organization.
Entry Criterion A need for the organization to achieve its
objectives through processes.
Exit Criterion All pertinent objectives are achieved and there are
no more objectives to be achieved.
Performance
Indicator
Index of Achieving Objectives
Relevant
Practice Areas
- Causal Analysis and Resolution
- Decision Analysis and Resolution
- Managing Performance and Measurement
- Organizational Training
- Process Asset Development
- Process Management
- Process Quality Assurance
- Risk Management and Opportunity
Management
B. Performance Indicator Sheet
In order to track and manage the performance of the
governance process, the author defined a novel and relevant
performance indicator for the governance business process.
Table 2 provides the pertinent details for the performance
indicator concerning the governance process.
TABLE II. PERFORMANCE INDICATOR SHEET
Name Index of Achieving Objectives
Relevant Process GOV
Relevant Objectives Objective #13
(Continuously improve the process and
performance)
Base Measures # of Objectives Achieved in the Relevant
Period
# of Objectives to be Achieved in the
Relevant Period
Formula (# of Objectives Achieved in the
Relevant Period)
/
(# of Objectives to be Achieved in the
Relevant Period)
Target >= 80%
Measurement Level Organizational
Data Collection Period 3-month (Quarterly)
Data Analysis Period 3-month (Quarterly)
Data Reporting Period 3-month (Quarterly)
Responsible Organizational Performance Manager
C. Inputs and Outputs Sheet
Inputs and outputs are critical process elements since they
govern the whole process.
Table 3 shows the pertinent inputs and outputs along with
their source information for the governance business process.
TABLE III. INPUTS AND OUTPUTS
Type Name From
Input Strategic Plan -
Input Organizational Chart -
Input Competency Matrix Organizational Training
Input Measurement and
Analysis Results
Managing Performance and
Measurement
Input Process Report Process Management
Input Audit Reports Process Quality Assurance
Output Action Items Process Asset
Development
Output Action Items Organizational Training
Output Action Items Causal Analysis and
Resolution
Output Action Items Decision Analysis and
Resolution
Output Action Items Risk Management and
Opportunity Management
Output Objectives Governance
Output Improvement Policy Governance
Output Assignments Governance
Output Action Items Governance
Output Governance Meeting
Presentation
Governance
Output Governance Minutes of
Meetings
Governance
D. Process Activities Flow
Figure 1 shows the activities flow for the governance
business process that the author crafted.
Fig. 1. Governance business process activities flow.
1. Define
objectives.
• Actors: Senior Management
• Inputs: Strategic Plan
• Outputs: Objectives, Improvement Policy
2. Coordinate
and take
actions.
• Actors: Senior Management
• Inputs: Objectives, Improvement Policy,
Organizational Chart, Competency Matrix
• Outputs: Assignments, Action Items
3. Review the
status.
• Actors: Senior Management
• Inputs: Objectives, Measurement and Analysis Results,
Process Report, Audit Reports
• Outputs: Action Items, Presentation, Minutes
4. Address
review results.
• Actors: Senior Management
• Inputs: Action Items, Presentation, Minutes
• Outputs: Action Items
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3. E. Governance Meeting Presentation Template
In order to fully support the review of the status activity of
the governance business process, a governance meeting
presentation template is defined. Following items shall be
included in the relevant presentation in order to both attain the
objectives of the governance process and completely comply
with the CMMI V2 governance practice area:
• Strategy, Mission, Vision, and Objectives
• Policy
• Providing Resources and Training
• Assignments
• Audit Results
• Measurement and Analysis Results
• Competencies
• Action Items from the Previous Meeting
F. Governance Minutes of Meetings
After each governance meeting, minutes of meetings shall
be prepared, recorded, and maintained. These minutes shall
include relevant decisions for each of the topics covered in the
meeting and reference to pertinent action items.
G. Governance Action Items Logs
In order to manage the whole governance process, action
items for both meetings and tasks shall be recorded on the
action item log. This log shall include the following fields for
each of the actions: Identifying Number, Relevant Meeting
Date (If any), Item Opening Date, Subject, Description,
Details, Responsible(s), Due, Status, and Notes (If any).
This log shall be reviewed and updated regularly in order
to both attain the objectives of the process and comply with
the requirements of the new model.
IV. CONCLUSION
In this paper, on the subject of governance practice area of
the CMMI V2 model, the author provided comprehensive
specifics on behalf of process definition, process performance
indicator, process inputs and outputs, process activities flow,
governance meeting presentation template, governance
minutes of meetings, and governance action items log process
assets.
The author crafted the relevant process and related assets
in a way that they can be used in various industries and sizes.
That’s why the author intentionally eliminated industry and
size-specific particulars. Hence, irrespective of their industries
and sizes, organizations may benefit from the specifics that the
author proposes.
Above and beyond, the author unpretentiously thinks these
specifics are going to be helpful for organizations in defining
and/or refining their own governance business processes to
not only become compliant with CMMI V2 but also
remarkably reduce the cost of process implementations, to
notably increase the likelihood of meeting objectives, and to
firmly guarantee that the implemented processes support and
contribute to the business success.
Specifically, attentive organizations might benefit from
the particulars the author proposed so as to define and refine
their own governance business process and relevant process
assets. Definitely, the process craft that the author proposed
must be interpreted and used by taking into account the unique
cultures and contextual realities of different organizations.
REFERENCES
[1] CMMI Institute, CMMI Adoption Trends. 2019.
[2] R. Kenett and E. R. Baker, Process improvement and CMMI for
systems and software. Boca Raton: Auerbach Publications, 2010.
[3] CMMI Institute, Take Organizational Performance to the Next Level
with CMMI V2.0. 2019.
[4] CMMI Institute, CMMI Development V2.0. 2019.
[5] CMMI Institute, CMMI Method Definition Document V2.0. 2019.
Authorized licensed use limited to: ULAKBIM UASL - MIDDLE EAST TECHNICAL UNIVERSITY. Downloaded on April 25,2021 at 08:37:04 UTC from IEEE Xplore. Restrictions apply.