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SQM

Lecture-I

WHY IMPROVE ??? COMPELLING BUSINESS REASONS CUSTOMER PRESSURE TO MAINTAIN THE COMPETITIVE POSITION AS

QUALITY SUPPLIERS OF SOFTWARE INTENSIVE SYSTEMS

S/W PROCESS IMPROVEMENT

Capability Maturity

Model

(Management Level)

Personal Software

Process

(Individual Level)

Team Software

Process

(Team Level)

Software Process Improvement

Six steps to improve software capabilities

Step-1 Understand the current status of their

development process or processes

Develop a vision of the desired process

Establish a list of required process improvement actions

in order of priority

Produce a plan to accomplish the required actions

Commit the resources to execute the plan.

Start over at step 1

SOFTWARE PROCESS MATURITY

EXTENT TO WHICH A SPECIFIC PROCESS IS EXPLICITLY DEFINED, MANAGED, MEASURED,

CONTROLLED AND EFFECTIVE.

NEED OF MATURED SOFTWARE

PROCESSES

REDUCE RISK OF FAILURE ENHANCE COMPETITIVENESS

PROVIDE LONG-TERM ASSURANCES

INITIAL

REPEATABLE

DEFINED

OPTIMIZED

MANAGED

INITIAL

CAPABILITY MATURITY MODEL

FIVE LEVELSKPAs

MEETS ESTIMATESRESULTS PEDICTABLE

EFFECTICE - HRVISIBILITY

LEVEL 1 : INITIAL

CHARACTERISTICS

NO STANDARD WAY OF DOING ANYTHING

AD HOC/CHAOTIC (strictly creative process)

INFORMAL ESTIMATING, SCHEDULING AND TRACKING

NO COMMITMENT FOR REVIEWS

SOFTWARE PROCESS CAPABILITY IS UNPREDICTABLE

SUCCESS HIGHLY DEPENDENT ON DEVELOPERS / INDIVIDUAL EFFORT

L2 : REPEATABLE (CHAR) STABLE AND UNDER CONTROL

MEETS SCHEDULES AND COMMITMENTS

Within Acceptable Variance SUCCESS ACHIEVED THRO GOOD PROJECT

MANAGEMENT PROCESSES

Projects plan their activities before execution and evaluate after execution

PROBLEMS ARE RECOGNIZED AND CORRECTED AS THEY OCCUR

REPEAT EARLIER SUCESSES ON PROJECTS WITH SIMILAR APPLICATIONS

STABLE PROCESS HAS EMERGED BUT NOT FORMALLY DEFINED AND USED.

LEVEL 3 : DEFINED (CHAR)

THE DEVELOPMENT PROCESS HAS BEEN

DEFINED AND STANDARDIZED.

PROCESSES ARE DOCUMENTED AND

AVAILABLE.

THEY CAN BE REFERRED TO AND

IMPROVED.

SEPG

PROBLEMS ARE ANTICIPATED AND

MANAGED.

LEVEL 4 : MANAGED (CHAR) DETAILED MEASURES OF SOFTWARE PROCESS

AND PRODUCT QUALITY (BEYOND PROGRESS, PRODUCTIVITY METRICS)

PROCESSES & PRODUCTS ARE QUANTITATIVELY UNDERSTOOD AND CONTROLLED (SQM) completeness, complexity reliability, performance maintainability trends, variances

SOURCES OF PROBLEMS ARE UNDERSTOOD AND

ELIMINATED

LEVEL 5 : OPTIMIZED

CONTINUOUS, ONGOING PROCESS IMPROVEMENT - KAIZEN

Process change management

Process quality criteria

QUANTITATIVE FEEDBACK

PILOTING INNOVATIVE IDEAS AND TECHNOLOGIES

Principles of software change

Process in perspective- Process management

provides a powerful basis for assessing software

problems and a consistent framework for

organisational environment, it is not a cure all.

People-Everyone makes mistakes and the most

difficult errors concern the most complex parts of

the design

Design-Success were always designed by

people who understand the application

Principles of software change Six basic principles of s/w process change

Major changes to the software must start at thetop.

Ultimately everyone must be involved

Effective change requires a goal and knowledgeof the current process

Change is continuous

Software process changes will not be retainedwithout conscious effort and periodicenvironment( four stages for human adoption-Installation,Practice,Proficiency,Naturalness)

Software process improvement requiresinvestment

Principles of software change

Some common misconceptions about the

software process

We must start with firm requirements

If it passes test, it must be OK

Software quality cant be measured

The problems are technical

We need better people

Software management is different

Principles of software change

A strategy for implementing software process

change

Effective change process has three phases-

unfreezing, -moving and refreezing

Unfreezing is best initiated by an effort to

understand the true problems in the organization

and to make people aware of the opportunities

of change

Refreezing is to ensure that an achieved

capability is retained in general practice.

Principles of software change A strategy for implementing software process change

Champions Sponsors and Agents

Champions are the ones who initiate the change process-although champions dont always win, winners, it seems ,always have champions

Someone in authority needs to recognize the value of the work and sponsor it.

Change Agents will lead change planning and implementation.

Refreezing-Retain the management team that instituted the change, modify organization procedures, Establish measurements and incentives, setup dedicated staff to monitor and support performance, Establish an education and training program

The initial process

Why software organizations are chaotic

Choatic forces-Unplanned commitments

Chaotic forces-Gurus

Chaotic forces-Magic

Choatic forces-Problems of scale

The initial process

Software process entropy

Disorganisation-three forces are dynamic

requirements, increasing system size, and

human nature

Way out-add systematic project

management, adhere to careful change

management, Utilize independent software

assurance.

INITIAL-KPAs

REPEATABLE - KPAs

REQUIREMENTS MANAGEMENTSPP (Estimates, Activities / Commitment Planned and Documented)S/W PROJECT TRACKING & OVERSIGHT(Monitor, Compare, Correct)S/W SUBCONTRACT MANAGEMENT(Qualified, PC/SCC Committed, Communication, Tracking)SQA(Adhere to Standards, Documentation)SCM(Baseline Library, Systematic Control)

DEFINED - KPAsORGANISATION PROCESS FOCUS (SWOT)

ORGANISATION PROCESS DEFN. (Comm)

TRAINING PROGRAM

INTEGRATED S/W MANAGEMENT (Engg. Groups Identify, Track, Resolve Issues)

S/W PRODUCT ENGG.

INTERGROUP CO-ORDINATION (All Stakeholders)

PEER REVIEWS(Activities are planned, Defects in S/W Work Products - identified and removed.

MANAGED - KPAs

QUANTITATIVE PROCESS

MANAGEMENT

SOFTWARE QUALITY MANAGEMENT

FUNCTIONALITY

RELIABILITY

MAINTAINABILITY

USABILITY

OPTIMIZED - KPAs

DEFECT PREVENTION(Common Defects, Common Causes, Prioritize, Eliminate)

TECHNOLOGY CHANGE MANAGEMENT (Plan Incorporation Of Technology Change, Evaluate New Technologies, Determine Their Effect On Quality /Productivity, Transfer Appropriate New Technologies Into

Normal Practice Across The Orgn.)

PROCESS CHANGE MANAGEMENT

CMM BASED APPRAISALS

CMM-Based Appraisal for Internal Process Improvement (CBA IPI): (To determine the state of one's own processes)

Software Capability Evaluation (SCE):(To determine the state of someone else's processes)

CMM Appraisal Framework (CAF) : (To ensure that these methods are both rigorous and consistent, this Process Program is developed and maintained which defines the standards that an appraisal method must meet)

SEIS ROLE IN CMM

BASED APPRAISALS The SEI trains and authorizes qualified

persons to lead appraisals

Authorized Lead Assessors

Required to return a report to the SEI for each completed assessment. The data is entered into the PAIS. All assessment data that is returned to the SEI is kept confidential.

The Maturity Profile Report is published by the SEI twice a year

PEOPLE - CMM INITIAL

REPEATABLE Management Takes Responsibility For Managing Their People

DEFINED Competency-based Workforce Practices

MANAGEDEffectiveness Measured And Managed High Performance Teams Developed

OPTIMIZEDContinuous Knowledge & Skills Improvement

PM-CMM : REPEATABLE -

KPAs

STAFFING

COMMUNICATION

WORK ENVIRONMENT

PERFORMANCE MANAGEMENT

TRAINING AND DEVELOPMENT

COMPENSATION

PM-CMM : DEFINED - KPAs

KNOWLEDGE AND SKILL ANALYSIS

WORKFORCE PLANNING

COMPETENCY DEVELOPMENT

CAREER DEVELOPMENT

COMPETENCY-BASED PRACTICES

PARTICIPATORY CULTURE

PM-CMM :MANAGED - KPAs

MENTORING

TEAM-BUILDING

TEAM-BASED PRACTICES

ORGANIZATIONAL COMPETENCY MANAGEMENT

ORGANISATIONAL PERFORMANCE ALIGNMENT

PM-CMM : OPTIMIZED-KPAs

PERSONAL COMPETENCY

DEVELOPMENT

COACHING

CONTINUOUS WORKFORCE

INNOVATION

REFERENCES

The Capability Maturity Model(Guidelines for Improving the Software Process)

Mark C. Paulk,Charles V. Weber,Bill Curtis,Mary Beth Chrissis

Introduction to Personal SW Process, Introduction to Team SW Process Watts Humphrey. Addison Wesley

CMMI Distilled Ahern, Clouse, Turner. Addison Wesley

CMM in Practice Pankaj Jalote. Pearson Education

WEB REFERENCES

General Info http://www.sei.cmu.edu

http://www.sei.cmu.edu/sema/profile.html

PSP, TSP http://interactive.sei.cmu.edu/Features/1999/June/

Background/Background.jun99.pdf [Both]

http://www.sei.cmu.edu/pub/documents/articles/pdf/psp.pdf [PSP]

http://wuarchive.wustl.edu/languages/ada/sei/documents/00.reports/pdf/00tr023.pdf [TSP]

http://www.sei.cmu.edu/http://www.sei.cmu.edu/sema/profile.htmlhttp://interactive.sei.cmu.edu/Features/1999/June/Background/Background.jun99.pdfhttp://interactive.sei.cmu.edu/Features/1999/June/Background/Background.jun99.pdfhttp://interactive.sei.cmu.edu/Features/1999/June/Background/Background.jun99.pdfhttp://interactive.sei.cmu.edu/Features/1999/June/Background/Background.jun99.pdfhttp://interactive.sei.cmu.edu/Features/1999/June/Background/Background.jun99.pdfhttp://interactive.sei.cmu.edu/Features/1999/June/Background/Background.jun99.pdfhttp://www.sei.cmu.edu/pub/documents/articles/pdf/psp.pdfhttp://www.sei.cmu.edu/pub/documents/articles/pdf/psp.pdfhttp://wuarchive.wustl.edu/languages/ada/sei/documents/00.reports/pdf/00tr023.pdfhttp://wuarchive.wustl.edu/languages/ada/sei/documents/00.reports/pdf/00tr023.pdfhttp://wuarchive.wustl.edu/languages/ada/sei/documents/00.reports/pdf/00tr023.pdfhttp://wuarchive.wustl.edu/languages/ada/sei/documents/00.reports/pdf/00tr023.pdfhttp://wuarchive.wustl.edu/languages/ada/sei/documents/00.reports/pdf/00tr023.pdfhttp://wuarchive.wustl.edu/languages/ada/sei/documents/00.reports/pdf/00tr023.pdfhttp://wuarchive.wustl.edu/languages/ada/sei/documents/00.reports/pdf/00tr023.pdfhttp://wuarchive.wustl.edu/languages/ada/sei/documents/00.reports/pdf/00tr023.pdf

Engaging Peers, Inspiring Careers!

FaaDoOEngineers.com

Indias No.1 website for:

IIT-JEE/AIEEE preparation resources

Coaching centre packages

Engineering Major and Minor projects

Seminar reports

Paper presentations

EBOOKS

Resumes/CVs, and so much more