CMMI:PROCESS AND PRODUCT QUALITY ASSURANCELieven LemiengreThomas Spranghers

PPQA is evaluating performed processes and associated work products in order to provide feedback to staff and management. The issue of objectivity is critical.

Purpose

SG 1: Objectively Evaluate Processes and Work Products

SG 2: Provide Objective Insight

Specific Goals

SP 1.1: Objectively Evaluate Processes

SP 1.2: Objectively Evaluate Work Products and Services

Objectively Evaluate Processes and Work Products

SG 1

SP 1.1: Objectively Evaluate Processes

All projects have obligatory review meetings with Professor Gielen and the involved assistants. During this meetings the War Room Lists are evaluated. ↔ overlap with Verification Process Area

Most projects apply agile practices. These practices are evaluated for each iteration.

SP 1.2: Objectively Evaluate Work Products and Services

See SP1.1 Products and services are evaluated

simultaneously with the processes.

SP 2.1: Communicate and Ensure Resolution of Noncompliance Issues

SP 2.2: Establish Records

Provide Objective InsightSG 2

SP 2.1: Communicate and Ensure Resolution of Noncompliance Issues

During follow-up meetings issues about the previous meetings are re-evaluated and discussed.

Communication is conducted by email.

SP 2.2: Establish Records

Most projects have reports of their meetings. Sometimes the reports lack detail.

GG 2: Achieve Specific Goals

GG 3: Institutionalize a Managed Process

Generic Goals

GP 2.1: Establish an Organizational Policy

GP 2.2: Plan the Process

GP 2.3: Provide Resources

GP 2.4: Assign Responsibility

GP 2.5: Train People

GP 2.6: Manage Configurations

GP 2.7: Identify and Involve Relevant Stakeholders

GP 2.8: Monitor and Control the Process

GP 2.9: Objectively Evaluate Adherence

GP 2.10: Review Status with Higher Level Management

Achieve Specific GoalsGG 2

GP 2.1: Establish an Organizational Policy

None of the projects have an explicitly defined policy.

GP 2.2: Plan the Process

PPQA is scheduled during the review meetings.

GP 2.3: Provide Resources

We haven't seen any evidence that groups dedicate resources to PPQA.

GP 2.4: Assign Responsibility

Most projects have a Quality Manager but his responsibilities aren't well defined.

↔ overlap with the Verification Process Area Some projects also have a Process Manager to

ensure the adherence to predefined process standards.

GP 2.5: Train People

All projects’ team members are self-learning to acquire the necessary knowledge.

GP 2.6: Manage Configurations

No appropriate levels of control are defined.

GP 2.7: Identify and Involve Relevant Stakeholders

No relevant stakeholders are involved.

GP 2.8: Monitor and Control the Process

All processes are monitored and controlled by all team members. Corrective actions are taken when necessary.

GP 2.9: Objectively Evaluate Adherence

Professor Gielen and the involved assistants evaluate the adherence to these process standards during biweekly meetings.

GP 2.10: Review Status with Higher Level Management

All activities are reviewed during the meetings and coaching sessions.

GP 3.1: Establish a Defined Process

GP 3.2: Collect Improvement Information

Institutionalize a Managed ProcessGG 3

GP 3.1: Establish a Defined Process

None of the projects have a well-defined description for the PPQA process.

GP 3.2: Collect Improvement Information

Most projects use measurement results to improve their products. It is however unclear how this could related to PPQA, hence no projects devote any time to the PPQA process.

When working agile, problems are quickly discussed (between iterations).So processes are quicker adapted and anomalies are quicker determined.However there is a lack of reporting the PPQA process.

Findings

CMMI v1.2 Browser (http://www.cmmi.de/cmmi_v1.2/) Hadra Portal (http://hadra.stoneship.org/trac/hadra) Mashedup Portal (https://157.193.215.149/trac) WAFL Portal (http://bellerophon159.test.atlantis.ugent.be/) TultiMouch Portal (http://bellerophon162.test.atlantis.ugent.be/trac/main/)

References