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Software Process Improvement and e-Business:An Oxymoron?
Boston SPINMarch 19, 2002
Donna L. Johnson
LOGOS International, Inc.
Donna L. Johnson
LOGOS International, Inc.
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Agenda
I. BackgroundII. e-Business and the Need for ProcessIII. CMM Adaptations for e-BusinessIV. Summary
Questions and Answers
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BackgroundThe e-Business Environment
BackgroundThe e-Business Environment
InternetExtranetIntranetWeb
Fast time to marketAccelerated rate of changeHigh quality demands
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BackgroundDefining the Environment
BackgroundDefining the Environment
Business using the internet for:e-commerceadvertisingcommunication
A project that has the following characteristics*:quick delivery research-like, yet mission criticalmanaged in turbulent business and technology environment
*James Highsmith, Cutter Consortium, Executive Report, Vol. 1, No. 1
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BackgroundThe ControversyBackgroundThe Controversy
Preserving flexibilityAdaptable to changing environments
Based on large DoD organizationsFocused on continuous improvementPromoting repeatable processes
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BackgroundThe Study
BackgroundThe Study
15 Software managers in e-business environmentsIT organizationsWeb page developmentWeb applicationse-Business applications
15 Software managers in e-business environmentsIT organizationsWeb page developmentWeb applicationse-Business applications
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BackgroundThe e-Business Companies
BackgroundThe e-Business Companies
Software development practicesProject plans developedIterative or evolutionary lifecycle used
Some parallelism of phasesLittle prototyping – mainly for proof of principle
Effort estimates generated based on experienceDelivery dates customer drivenDocumentation stored in librariesTechnology introduced gradually to minimize impactPersonnel issues identified as greatest risk
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Backgrounde-Project Discriminators
Backgrounde-Project Discriminators
Insufficient skilled, experienced software engineersRapidly changing technology and business environmentsMany functionally complex, interconnected systemsIncreased number of stakeholdersWorldwide, networked connectivityFuzzy requirementsCompressed development cycle/time-to-market pressures
Insufficient skilled, experienced software engineersRapidly changing technology and business environmentsMany functionally complex, interconnected systemsIncreased number of stakeholdersWorldwide, networked connectivityFuzzy requirementsCompressed development cycle/time-to-market pressures
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Need for Processe-Project CharacteristicsNeed for Process
e-Project Characteristics
Process solutionsTrainingHiring of experienced managersDocumented processesSubcontractor oversight
Impact on developmentSystems engineering inadequately performedSoftware development outsourced
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Need for Processe-Project Characteristics -2
Need for Processe-Project Characteristics -2
Process solutionsProcess for introducing changeShort development cyclesPlanning for changeManagement of requirements changes
Impact on developmentTurbulent transitions to technologies and business modelsFrequent updates/ revamping of software
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Need for Processe-Project Characteristics -3
Need for Processe-Project Characteristics -3
Process solutionsRisk identification and managementPlanning & tracking of commitmentsIncreased importance on integration testing
Impact on developmentDependent on external commitmentsSystem quality a product of vendor and COTs quality
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Need for Processe-Project Characteristics -4
Need for Processe-Project Characteristics -4
Process solutionsStakeholder buy-in/commitmentRequirements change processesConflict resolution
Impact on developmentConflicting requirementsChanging requirements
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Need for Processe-Project Characteristics -5
Need for Processe-Project Characteristics -5
Process solutionsImproved product quality
Impact on developmentImmediate distribution of information/newsWorldwide customer baseHigh visibility of SW problems
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Need for Processe-Project Characteristics -6
Need for Processe-Project Characteristics -6
Process solutionsPrototypingEvolutionary life cycleProcess for incorporating requirements changes
Impact on developmentRequirements evolving as project progresses
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Need for Processe-Project Characteristics -7
Need for Processe-Project Characteristics -7
Process solutionsImproved estimating processesTrainingHiring of experienced managersReduced reworkIncreased milestones for tracking progress
Impact on developmentInsufficient testingInadequate systems analysisReduced project functionality
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CMM AdaptationsCMM Adaptations
CMM Level KPAsLevel 2: Repeatable Requirements management
Software project planningSoftware project tracking and oversightSoftware subcontract managementSoftware quality assuranceSoftware configuration management
Level 3: Defined Organization process focusOrganization process definitionTraining programIntegrated software managementSoftware product engineeringIntergroup coordinationPeer reviews
Level 4: Managed Quantitative process measurementSoftware quality management
Level 5: Optimizing Defect preventionTechnology change managementProcess change management
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CMM Adaptations Requirements ManagementCMM Adaptations
Requirements Management
Processes for managing changing requirementsQuick turn-around process for responding to customer or market needs
Requirements not fully defined (i.e., incomplete, fuzzy)Increased importance of software review of requirements
Processes for managing changing requirementsQuick turn-around process for responding to customer or market needs
Requirements not fully defined (i.e., incomplete, fuzzy)Increased importance of software review of requirements
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CMM Adaptations Software Project PlanningCMM Adaptations Software Project Planning
Detailed planning for small, manageable units of workIterative or evolutionary life cyclePlans for introduction of technology changesIncreased planning needs
Increased risksIncreased interfacesIncreased commitmentsChanging training needs
Schedule & budget pressures on estimates
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CMM AdaptationsSoftware Project Tracking and Oversight
CMM AdaptationsSoftware Project Tracking and Oversight
Re-evaluation of project tracking metricsIncreased tracking of commitments and risksReduced frequency of plan updatesIncreased need for communication
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CMM Adaptations Software Configuration Management
CMM Adaptations Software Configuration Management
Heavy emphasis on toolsWider range of controlled items
Voice and video objects, graphic imagesDatabasesCopyright releases
Provision for fast track in change management
Heavy emphasis on toolsWider range of controlled items
Voice and video objects, graphic imagesDatabasesCopyright releases
Provision for fast track in change management
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CMM Adaptations Peer Reviews
CMM Adaptations Peer Reviews
Modified peer review methods to accommodate smaller teamsExpanded coverage of peer reviewsRe-definition of “code”
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Summary
The CMM can improve e-business software development, if:CMM practices are applied judiciously to recognize the e-business need for:
Improved qualityReduced time to marketIncreased productivity
Attention is paid to recognizing the alternative practices of e-projects when satisfying CMM KPA goals.
The CMM can improve e-business software development, if:CMM practices are applied judiciously to recognize the e-business need for:
Improved qualityReduced time to marketIncreased productivity
Attention is paid to recognizing the alternative practices of e-projects when satisfying CMM KPA goals.
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Contact InformationContact Information
Donna Johnson
LOGOS International, Inc.8 Mackintosh LaneLincoln, MA 01773
Tel: 781-259-8266 Fax: [email protected]
Donna Johnson
LOGOS International, Inc.8 Mackintosh LaneLincoln, MA 01773
Tel: 781-259-8266 Fax: [email protected]
Visit our WEB site for more information:http://www.logos-intl.com
Visit our WEB site for more information:http://www.logos-intl.com
