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Software Process Improvement
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Introduction
• Instructors
• Course
• Where are we?
• What would we learn from this course?
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Instructors(1):
Teaching team: Jie Yang and James Chen
My contact information
+ Phone: 020-33105143+ Email: [email protected]
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Instructors(2):
Graduated from Beijing University of Chemical Eng&Tech;
Took graduate study at Rutgers in US, majoring in Biophysics;
Worked for some known international companies, e.g.Bell CommunicationsAT&TLucentJohnson&JohnsonPanasonic
Involved in various testing, customer support, ISO/CMM relatedActivities.
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Course(1):
+ Textbook in hand;
+ 12 weeks, 4 hours/week;
+ 20 chapters with some changes in ordering;
+ Focus on CMM;
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Course(2):
+ Class attending rate and class discussions (10%)
+ Testing (Q/A, case analysis, definitions) (30%)
+ Final exam (60%)
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Course(3):
Testing coverage is focused on the following:
+ Class discussions
+ Figures
+ Tables
+ Summaries
+ Case studies
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Where are we? (Are we on the same boat) (1)?
What phases are there in a software development lifecycle?
PlanningCodingTestingMaintain/support
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Where are we? (Are we on the same boat)(2)?
As a software developer or a tester, what do we needto possess in order to be a person with a good discipline?
Plan what to be doneDo what have been plannedTrack what have been doneSummarize/improve
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What would we learn from this course?
Three big parts:
+ What is a software process?
+ Why do we need to improve a software process?
+ How do we improve a software process?
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Everyone will be a CEO of his own process.
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Process thinking
• Process thinking• Process discipline• Effective process environment• Process maturity• Business benefits of software process
improvement (SPI)
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Process thinking(1):
There is a process everywhere.
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Process thinking(2):
Task-based thinking or process-oriented thinking?
+ case 1: ‘Just enjoy every detail during a journey regardless of results’
+ case 2: ‘All roads leads to Rome’
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Process thinking(3):
What is a process?
+ Oxford dictionary: ‘a course of action or proceeding, esp. a series of stages in manufactures or some other operation’
+ Webster’s dictionary: ‘a system of operations in producing something…a series of actions, changes or functions that achieve an end result’
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Process thinking(4):
What is a software process?
+ IEEE (Institute of Electric and Electronic Engineering)
‘a sequence of steps performed for a given purpose, for example, the software development process’
---to be continued
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Process thinking(5):
software process (continued)
+ SEI (Software Engineering Institute)
‘the set of activities, methods, and practices used in the production and evolution of software’
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Process thinking(6):
What comprises a software process?
+ definition: documental specification
+ knowledge: drive activities
+ results: from activities
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Process thinking(7):
If there is no process documentation in an organization?
+ may be possible for a person or a small team with a good discipline.
+ more dependence on individuals: different understanding of the process rules and details.
+ new comers could easily mess up: they may impose their own way of performing process activities.
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Process thinking(8):
Will a process be complete with missing any aspect?
e.g. the process of going to TianHe by driving a car
+ case 1: no destination
+ case 2: no complete definition shown as above
+ case 3: don’t have a workable car
+ case 4: don’t know how to drive
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Process thinking(9):
Another example of a process focus is my first IT job interview story.
……
‘If someone is very clear about what he is doing, he can do other things well, too’
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Process thinking(10):
In US, bosses pay more attention on process itself.
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Process thinking(11):
Advantages of a process focus:
+ Alignment of the group activities towards the common goals
+ Providing the basis for objective measurement of individuals’ performance
+ Enhancing consistency and repeatability of the process results and group performance
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Process thinking(12):
A process focus (continued):
+ a disciplined process => a common process followed in ordered and consistent patterns
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Process thinking(13):
no process focus => ‘fire fighting’
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Process thinking(14):
Focus vs none focus (Table1.2 at p10):
There are mainly five aspects of impact (i.e, central role of the process).
1) process discipline2) organization: roles, responsibilities3) management: procedures, measurements4) skills & training5) tools & technology
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Process thinking(15):
Based on the previous analysis, what are the main logical steps to build a factory?
+ defining the process goals: what products are to be produced?
+ form an organization: know how to manufacture the defined products.
---to be continued
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Process thinking(16):
to build a factory (continued)
+ defining management procedures: roles, procedures
+ identifying skills: needed to perform tasks
+ identifying infrastructure, machinery and tools: technology to be used
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Process thinking(17):
Central role of the process focus is once again better expressed in Fig1.2 at p12.
+ organization: roles/responsibilities to enable/support the process
+ management: procedures/practices to monitor/support the process
+ skills: enable effective performance
+ technology: infrastructure to automate and enable efficient performance
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Process thinking(18):
In general, why do we need a process focus?
--- to increase the process productivity and effectiveness in support of the overall business goals
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Process thinking(19):
Summary: process thinking is a natural way of thinking. p13-15
+ what is a process?+ what is a process thinking?+ what are the 3 aspects of a process?+ why do we need a process focus?+ what is the central role of a process focus?
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Process discipline(1):
What is a discipline?
+ Oxford dictionary: a discipline is ‘the system of rules used to maintain control or order over a group of people’
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Process discipline(2):
A disciplined process is a mature process.
+ that is defined, trained, enforced and followed
+ continuously improving (VERY IMPORTANT!)
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Process discipline(3):
Why is a disciplined process needed for everyone, teams, and groups?
+ Diverse levels of knowledge
+ Wide variation of maturity
+ Different interpretation to common purpose
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Process discipline(4):
We need process discipline at different levels. Missing any won’t do.
+ Person
+ Project: team and group
+ Organization (or department)
+ Company
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Process discipline(5):
A process discipline should not cause the following effects. Or, it should get improved.
+ creating unnecessary bureaucracy
+ hurting creativity
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Process discipline(6):
There was a report on the benefits of SPI (Software Process Improvement):
• $490-2004 invested per software engineer per year
• annual increase by 9-67% in productivity
• annual reduction by 15-23% in cycle time
• annual reduction by 10-94% in field error rate
• ROI (return on investment) from 4:1 to 8.8:1
--- to be continued
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Process discipline(7):
Benefits of SPI (continued):
+ increase team capability
+ vital in critical situations
+ positive impact on product quality (Fig2.3 on p26)
+ positive impact on scheduling (Fig2.4 on p27)
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Process discipline(8):
Some comparisons of immature process and mature process are listed in Table2.1 on p28.
Some key feature comparisons about software process are listed in Table2.2 on p29.
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Process discipline(9):
Five landmarks for an effective organization:
1) Central role of the process: should be the basis for organization, management, skills and technology.
2) The process has three components: the document, the training, and the mechanisms to ensure the process is followed.
---to be continued
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Process discipline(10):
Five landmarks (continued)
3) The process is more than a list of activities: should include goals, activities, abilities, commitment, measurement, and verification.
---to be continued
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Process discipline(11):
Five landmarks (continued)
4) End-to-end coverage: the process definition should cover the process activities across all functions and roles.
---to be continued
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Process discipline(12):
Five landmarks (continued)
5) One process could be divided into three major process classes in software project:
• management processes• software engineering (lifecycle) processes• support processes (lifecycle support)
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Process discipline(13)
Checklist of a disciplined process:
+ Is the process documented? And is everyone aware of it?+ Is the processed trained and practiced?+ Is the process enforced? Are there mechanisms and procedures to enforce the process?+ Does the process help or hinder people’s activities? Are there mechanisms to track the process performance?+ Do managers manage their teams through measuring their process conformance and process performance?
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Process discipline(14):
Summary (p33-34):
• A mature process results in disciplined behavior, hence less rework, better product quality and improved project control.
• Process discipline should not stifle creativity. Project managers and software engineers should be supporters of process discipline.
• A mature software process should be defined, trained, followed, enforced, and continuously improving. (---to be continued)
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Process discipline(15):
Summary (continued):
+ What is a discipline?
+ What is a disciplined process?
+ Why do we need a process discipline?
+ What are the five landmarks of an effective organization?
+ What is the checklist for a disciplined process?
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Effective process environment(1):
In previous talks, we have gained the following:
+ Three components
+ Central role
+ Five landmarks
Anything else will cause us concern?
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Effective process environment(2):
+ Lack of process ownership:
The process won’t be monitored, enforced and updated to improve.
+ Possible divergence of the process from its business goals
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Effective process environment(3):
Beyond the previous discussed 5 landmarks, some detailed characteristics and conditions for an effective process are listed in Table3.1 on p39
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Effective process environment(4):
The organizational roles should cover the following:
+ Process ownership: Software Engineering Process Group(SEPG) owns the process
+ Process training: Table3.2 at p42
+ Measurements of process results: Table3.3 at p43
---to be continued
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Effective process environment(5):
The organizational roles (continued)
+ Feedback from process users/others:
• Question forms
• Automatic collection from monitoring and measurement
• Regulations & Standards
---to be continued
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Effective process environment(6):
The organizational roles (continued)
+ Process inspection/enforcement
• Internal audits (random and regular)
• Standards certification audits (ISO, CMM, etc)
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Effective process environment(7):
Assuming that the business methods, practices, and procedures have already been defined. Those who defined them left the company.
Does this cause any concern?
More examples…
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Effective process environment(8):
What is a process culture? It is a combination of the following two (we need both!):
+ a process corporate culture: driven by vision and strategic direction from the top management
+ a process infrastructure: provides operational support for the process activities and management
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Effective process environment(9):
Some descriptions of a process culture are listed in
Table3.4 on p47
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Effective process environment(10):
Summary (p48-49):
Please read and review.
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Process maturity(1):
Just like an adult comparing with a child, a process has a certain degree of maturity. (Table1.3 on p11)
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Process maturity(2):
Watts Humphrey and SEI (Software Engineering Institute)
‘to treat the entire software task as a process that can be controlled, measured, and improved’
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Process maturity(3):
Process improvement cycle has six steps:
+ understand the current status (from assessment)
+ develop a vision of the desired process
+ establish a list of actions in order of priority
+ produce the improvement plan
+ commit the resources to execute
+ restart the cycle (continuously improving)
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Process maturity(4):
An organization can be called ‘process focused’ only after the three following levels have all been ‘process focused’:
• Corporate and organizational level
• Project and team management level
• Personal level
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Process maturity(5):
+ ‘Internalization’ when process focus is at personal level:
Following the process becomes ‘natural’ way of performing the task ‘painlessly’
+ ‘Institutionalization’ when process focus is at the level of teams and organization:
Everyone follows the common processes and the process discipline is enforced.
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Process maturity(6):
Three major SW process maturity movements:
1) US Department of Defense (DoD) sponsored SEI where Watts Humphrey was a director of SW Process Program. = CMM
2) ISO = ISO series
---to be continued
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Process maturity(7):
SW process maturity movements (continued)
3) UK Ministry of Defense (MoD) sponsored work on SW quality standards and SPI, which helped
= SPICE project sponsored by ISO
= ISO/IEC 15540
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Process maturity(8):
Please memorize the following:
CMM Capability Maturity Model
SPICE SPI and Capability dEtermination
ISO International Standards Organization
IEC International Electrotechnical Commission
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Process maturity(9):
CMM (Capability Maturity Model):
+ History of CMM development: Fig4.3 on p60
+ Staged model: Fig4.3 on p60
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Process maturity(10):
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Process maturity(11):
ISO (International Standards Organization) series: ISO 9000 is a general standard.
+ ISO 9001 Quality Systems
+ ISO 9000-3 Guidelines for the Development, Supply, and Maintenance of Software
+ ISO 9004-2 Quality Management and Quality System Elements
---to be continued
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Process maturity(12):
ISO series (continued)
ISO 9000-3 divides the quality system into lifecycle activities and supporting activities:
• Quality system – lifecycle activities
• Quality system – supporting activities (not phase dependent)
---to be continued
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Process maturity(13):
Quality system – lifecycle activities (continued)
- Contract review
- Purchaser’s requirements specification
- Development planning
- Quality planning
- Design and implementation
- Testing and validation
- Acceptance
- Replication, delivery and installation
- Maintenance
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Process maturity(14):
Quality system – supporting activities (continued)
- Configuration management
- Document control
- Quality records
- Measurement
- Rules, practices and conventions
- Tools and techniques
- Purchasing
- Included software product
- Training
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Process maturity(15):
ISO/IEC 15504 (International Standards Organization, Inter
national Electrotechnical Commission):
+ a software process assessment
+ individual process attributes are rated by trained assessors
+ they are evaluated against achievement scale using indicators of performance and capability
+ the resulted process profile, e.g. capability profile, will be used to initiate PI and/or compare competing software suppliers
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Process maturity(16):
BOOTSTRAP:
+ Based on CMM
+ included guidelines of ISO 9000 series
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Process maturity(17):
Other process-related initiatives:
+ A lot of them are variants of CMM.
+ Most of them are single purpose centralized.
e.g. acquisition, outsourcing, …
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Process maturity(18):
Summary p62-63
+ What is a software process maturity?
+ What are the typical steps adopted in PI?
+ What are the three levels needed to be process focused for a company to be effective?
+ What are the popular models for SPI?
+ How many stages are there in CMM model? And what are they?
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Business benefits of software process improvement (1):
As a company, what is our number one requirement?
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Business benefits of software process improvement (2)
1) To meet Customer Satisfaction
2) Profitability
3) Business success
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Business benefits of software process improvement (3):
+ Improved product quality:
fewer errors, fewer returned products=>improved CS
+ Shorter time to market:
less error, less or no rework
+ More productivity:
Inspection at early phases=>fewer errors, less rework
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Business benefits of software process improvement (4):
Case study (class reading & discussion):
+ Europe cases on p394-398
+ US cases on p401-406
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Business benefits of software process improvement (5):
Lessons or experience learned in implementing SPI:
+ SPI activities are designed to meet business needs
+ Focus on those areas expected to deliver the best results
+ Show managers the good examples of SPI in cost-benefit justification
+ Benefits may not materialize in a short term
+ Take an incremental approach to avoid unnecessary risks
+ Sell the idea to the whole organization
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Business benefits of software process improvement (6):
Summary407-408:
+ Benefits are evident
+ Both qualitative and quantitative
+ People are the most important:
- culture, leadership, HR
- non-technical factors impact most on performance.
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A framework for SPI
• A framework for SPI
• Software process infrastructure
• Process improvement roadmaps
• Fundamentals of software process assessment
• SPI action plan
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Making SPI happen
• Launching SPI
• Implementing and institutionalizing SPI
• Measuring the benefits of SPI
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Current models and standards for software process improvement
• The Capability Maturity Model (CMM)
• CMM-based assessment
• ISO/IEC 15504
• BOOTSTRAP
• Others
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Future of SPI
• Role of international standards
• Process discipline for SW industrialization
• Next
• Acknowledgement
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