Process Improvement
It is not necessary to change. Survival is notmandatory.
»W. Edwards Deming
Models
•Models provide a common set of processrequirements that capture the best practicesand knowledge in a format that can be usedto guide priorities.
»CMMI Distilled, Ahern, Clouse, Turner, p5.
Basic Model of Improvement
Emphasis
•high-quality software
•finite amount of resources
•cost-effective manner
Two Observables
•Cost:
•Quality:
–correctness
–reliability
–robustness
–user friendliness
–verifiability
–maintainability
–safety
Why is Process Improvement Difficult?
•Software development is:
•Software is variable:
•We lack models:
–Needed to to reason about the process and the product
5 Stages of CMM for Software
•Level 1: Initial
•Level 2: Repeatable
•Level 3: Defined
•Level 4: Managed
•Level 5: Optimizing
Initial
Repeatable
Defined
Managed
Optimizing
Initial
• Ad hoc
• No process in place
Repeatable
Achieved a stable process with a repeatablelevel of statistical control
Defined
Achieved foundation for major andcontinuing progress
Managed
Substantial quality improvements
• Comprehensive measurements
Optimizing
Major improvements
in quality and quantity
Basic
management
control
Process
definition
Process
management
Process
control
SEICapability Maturity Model
Level
Focus
Initial
Repeatable
Defined
Managed
Optimizing
CMM Maturity Level 1: Initial
Characteristics
•No sound SE managementprinciples in place
•Ad hoc practices
•May be successful because ofcompetent manager and team
To get to next level
•Initiate projectmanagement
Elements of Basic ProjectManagement
•Software Configuration Management
•Software Quality Assurance
•Software Acquisition Management
•Software Project Control
•Software Project Planning
•Software Requirements Management
CMM Maturity Level 2: Repeatable
Characteristics
•Basic SE managementpractices in place
•Planning and management arebased on experience withsimilar products (repeatable)
To get to next level
•Standardize Processes
Process Standardization
•Peer Reviews
•Project Interface Coordination
•Software Product Engineering
–methods and technologies
–software development process architecture
•Integrated Software Management
•Organization-level Awareness
–Organization Training Program
–Organization Process Definition
–Organization Process Focus
CMM Maturity Level 3: Defined
Characteristics
•Process for developmentfully documented
•Reviews used to achievesoftware quality
•Introduce CASE Tools
To get to next level
•Quantitative Management
Quantitative Management
•Statistical process management
–quantify quality and cost parameters
•Process database to maintain process data
•Assess relative quality of each product
CMM Maturity Level 4: Managed
Characteristics
•Organization sets qualityand productivity goals foreach project
To get to next level
•Support automaticgathering of process data
•Use data to analyze andmodify the process
•Defect Prevention
CMM Maturity Level 5: Optimizing
Characteristics
•Statistical quality andprocess control techniquesare used and guide theorganization
•Process has positivefeedback loop
To maintain level
•Continue improvementand optimization of theprocess
Other Improvement Process Models-1
Plan-Do-Check-Act (Deming)
(Improving single process within an organization)
•Plan. Develop plan for effective improvement
•Do. The development organization carries out theplan
•Check. After process termination, observe theeffects of the change or test
•Act. Study the results and document the lessonslearned. Emphasis on
CMMI: CMM Integrated
Reduce Cost:
–eliminate inconsistencies between processes
–Reduce duplication
–Provide common terminology and style
–Increase clarity
CMMI Principles
•Maintain executive support
•Pick your targets carefully
•Leverage best practices
•Align process improvement with yourbusiness objectives
The Model
•Required: Statement of Goals
–a desirable end state; succinct
•Expected: Statement of a Practice
–the expected means of achieving a goal
–every practice maps to exactly one goal
•Informative: 10 types of information componentsidentified (e.g. purpose, reference, typical workproducts)
Goals of the capability levels
Level
Goal
CL 0
No goal
CL 1
The process supports achievement of specific goals ofthe process area by transforming identifiable inputs toidentifiable outputs
CL 2
The process is institutionalized as a managed process
CL 3
The process is institutionalized as a defined process
CL 4
The process is institutionalized as a quantitativelymanaged process
CL 5
The process is institutionalized as an optimizingprocess
Level 3
•Defined: For each process area considered,each project in the organization will have amanaged process (created under Level 2)that is tailored using standard guidelines.
4 process categories
•Process Management
•Project Management
•Engineering
•Support
Summary: Process improvement
•May not be necessary for a given project
•May be neglected by some companies
•May be necessary for survival of
–companies
–employees