lecture1 managing the software process july26th2009

WASE SQM Lecture-I: 

WASE SQM Lecture-I Course No. : SEWP ZG661 Title : Software Quality Management DATE :26 th July,2009 Prof.N.Prasanna Balaji B.E(CSC),M.Tech(IT),MBA(OM),Ph.D(ERP) LMCSI, LMISTE, MIEEE, MAIMA email:gneccsebalaji@gmail.com

WHY IMPROVE ???: 

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: 

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: 

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

PowerPoint Presentation: 

INITIAL REPEATABLE DEFINED OPTIMIZED MANAGED INITIAL CAPABILITY MATURITY MODEL FIVE LEVELS KPAs MEETS ESTIMATES RESULTS PEDICTABLE EFFECTICE - HR VISIBILITY

LEVEL 1 : INITIAL CHARACTERISTICS: 

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): 

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.

PowerPoint Presentation: 

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): 

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: 

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: 

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: 

Principles of software change Six basic principles of s/w process change Major changes to the software must start at the top. Ultimately everyone must be involved Effective change requires a goal and knowledge of the current process Change is continuous Software process changes will not be retained without conscious effort and periodic environment( four stages for human adoption-Installation,Practice,Proficiency,Naturalness ) Software process improvement requires investment

Principles of software change: 

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: 

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: 

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 don’t 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: 

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: 

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: 

INITIAL-KPAs REPEATABLE - KPAs REQUIREMENTS MANAGEMENT SPP (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 - KPAs: 

DEFINED - KPAs ORGANISATION 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: 

MANAGED - KPAs QUANTITATIVE PROCESS MANAGEMENT SOFTWARE QUALITY MANAGEMENT FUNCTIONALITY RELIABILITY MAINTAINABILITY USABILITY

OPTIMIZED - KPAs: 

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 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)

SEI’S ROLE IN “CMM” BASED APPRAISALS: 

SEI’S 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 : 

PEOPLE - CMM INITIAL REPEATABLE Management Takes Responsibility For Managing Their People DEFINED Competency-based Workforce Practices MANAGED Effectiveness Measured And Managed High Performance Teams Developed OPTIMIZED Continuous Knowledge & Skills Improvement

PM-CMM : REPEATABLE - KPAs: 

PM-CMM : REPEATABLE - KPAs STAFFING COMMUNICATION WORK ENVIRONMENT PERFORMANCE MANAGEMENT TRAINING AND DEVELOPMENT COMPENSATION

PM-CMM : DEFINED - KPAs: 

PM-CMM : DEFINED - KPAs KNOWLEDGE AND SKILL ANALYSIS WORKFORCE PLANNING COMPETENCY DEVELOPMENT CAREER DEVELOPMENT COMPETENCY-BASED PRACTICES PARTICIPATORY CULTURE

PM-CMM :MANAGED - KPAs: 

PM-CMM :MANAGED - KPAs MENTORING TEAM-BUILDING TEAM-BASED PRACTICES ORGANIZATIONAL COMPETENCY MANAGEMENT ORGANISATIONAL PERFORMANCE ALIGNMENT

PM-CMM : OPTIMIZED-KPAs : 

PM-CMM : OPTIMIZED-KPAs PERSONAL COMPETENCY DEVELOPMENT COACHING CONTINUOUS WORKFORCE INNOVATION

REFERENCES: 

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: 

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]