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Copyright 2001 - Larry Dribin, Ph.D. SE470_OtherSEProc_v1.pp SE470 Other SE Processes - 1 Excellence in Software Engineering Repeatable Level Defined Level Manage d Level Initial Level Optimized Level SE470 - Other Software Engineering Processes Repeatable Level Defined Level Managed Level Initial Level Optimizing Level Larry Dribin, Ph.D. - DePaul University Phone: (847)807-7390 - Fax: (847)459-1650 Email: [email protected] Copyright 2001 - Larry Dribin, Ph.D. - v1 10-29-01 Excellence in Software Engineering

Copyright 2001 - Larry Dribin, Ph.D. SE470_OtherSEProc_v1.pp SE470 Other SE Processes - 1 Excellence in Software Engineering Repeatable Level Defined

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Page 1: Copyright  2001 - Larry Dribin, Ph.D. SE470_OtherSEProc_v1.pp SE470 Other SE Processes - 1 Excellence in Software Engineering Repeatable Level Defined

Copyright 2001 - Larry Dribin, Ph.D. SE470_OtherSEProc_v1.pp SE470 Other SE Processes - 1

Excellence in Software Engineering

Repeatable Level

Defined Level

Managed Level

Initial Level

Optimized Level

SE470 - Other Software Engineering Processes

Repeatable Level

Defined Level

Managed Level

Initial Level

Optimizing Level

Larry Dribin, Ph.D. - DePaul University

Phone: (847)807-7390 - Fax: (847)459-1650

Email: [email protected]

Copyright 2001 - Larry Dribin, Ph.D. - v1 10-29-01

Excellence in Software Engineering

Page 2: Copyright  2001 - Larry Dribin, Ph.D. SE470_OtherSEProc_v1.pp SE470 Other SE Processes - 1 Excellence in Software Engineering Repeatable Level Defined

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Software Engineering Institute (SEI)

Organization funded by the Department of Defense (DOD) to improve software in DOD operations.

Established in December 1984. Located at Carnegie Mellon University. Research and publications oriented. Most publications available to public.

The SEI Mission is to improve the state of the practice of software engineering.

The SEI Mission is to improve the state of the practice of software engineering.

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In 1991 SEI Developed the Capability Maturity Model - CMMSW

The SEI developed the CMM to characterize the capabilities of software organizations and help them improve. Each of the five levels of the CMM defines a set of processes which determine an organization’s capability to develop software. Each level provides a foundation for the levels above.

• Organized collections of best practices• Based on work by Crosby, Deming,

Juran, Humphrey...• Systematic ordered approach to process

improvement• Means of measuring organizational

capability and maturity• Have proven to bring significant return

on investment in productivity and quality • Provide easy to use models for process

improvement Repeatable Level

Defined Level

ManagedLevel

Excellence in IT Functioning

Initial Level

Optimizing Level

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CMMSW - Software Process Maturity ModelLevel Characteristic

• Process optimization using continuous process improvement. Cost and schedule under control with very high quality.

• Process metrics gathered automatically and analyzed. Problem prevention processes in place. Cost, schedule and quality in control.

• Development process defined and followed by staff. Process group established. Reliable cost and schedules, but quality varies.

• Basic project controls in place, reasonable control over schedules, but cost and quality vary widely.

• Chaotic, Ad Hoc, each project run differently, missed schedules, over budget and low quality.

• Optimizing

• Managed

• Defined

• Repeatable

• Initial

Provided a framework for better management.Provided a framework for better management.

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CMMSW - Capability Maturity Model v1.1Level Focus Key Process Area Result

Level 5Optimizing

ContinuousImprovement

Defect Prevention Process Change Mgmt Tech Change Mgmt

Productivity & Quality

Level 4Managed

Product andProcessQuality

Quality Process Mgmt Software Quality Mgmt

Level 3Defined

OrganizationWideEngineeringProcess

Org Process Focus Org Process Definition Training Program Integrated Software Mgmt Inter-group Coordination Software Product

Engineering Peer Reviews

Level 2Repeatable

Basic ProjectManagement

Requirements Mgmt Software Project Planning Project Tracking & Oversight Subcontract Mgmt Software Quality Assurance Configuration Mgmt

Level 1Initial

Heroes None

R I S K

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SEI CMMSW Level 2 Key Process Areas

Requirements Management - the practices associated with managing requirements between the software developer and the user

Software Quality Assurance - the practice of providing quality assurance for the software development projects

Software Project Planning - the practices associated with planning and estimation software projects

Software Project Tracking - the practices associated with tracking a software development project throughout its life

Configuration Management - the practices associated with managing the composition of and version numbering of a software product release

Subcontractor Management - the practices associated with managing software subcontractors such as Operating Level Agreements

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Prerequisites for Success

Project Team - processes in place & followed Management - commitment and support Users - willingness to change

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CMMSW - Related Software Process Models

CMM - Capability Maturity Model - CMM Focuses on organizational

performance.

Team Software Process - TSP Focuses on team performance.

Personal Software Process PSP - Focuses on individual

performance.

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CMMSW - CMM Issues in the Commercial World Too many companies focus on CMM level and not “real” process improvements

such as: Fewer defects, more productivity, faster time to market CMM process focus is on software development and it doesn’t cover some key

Commercial IT areas: Business Strategy and its linkage to IT Front End - Project Selection Back End - Operations, support, help desk, maintenance Organization structures and staff capabilities Applications portfolio

We often need to supplement the CMM in areas it does not cover Often implement a CMMLite with less stringent process definitions

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Process Maturity Comparison

51

29

164 0.60 0.5

715

79

0

20

40

60

80

100

Initial Repeatable Defined Managed Optimizing

Organization Process Maturity Level

Pro

ject

s (%

)

1998

1988

“The State of Software Engineering Practice: A Preliminary Report” , Watts Humphrey, et. al., SEI, February 1989.

1998 1988 807 (261) Organizations• 54% (29%) Commercial• 29% (41%) DoD/Fed Contractor• 13% (23%) Military• 4 %(07%) Other

CMMSW - State of Practice 1998 vs. 1988

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CMM Maturity Level

0 1 2 3

3.5

3

2.5

2

1.5

1

0.5

0

Rat

io o

f A

ctu

al t

oE

stim

ated

Co

stCMMSW Results - Project Cost vs. CMM Level

Source: Software a Challenge for Management, Watts Humphrey, Cspin Presentation, November 7, 1996

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CMMSW Results - Master Business Systems

Calender EffortSEI Time in in Person Defects Total CostLevel Months Months Discovered Shipped Median $ Lowest $ Highest $

1 29.8 593.5 1348 61 $5,440,000 $1,786,000 $101,721,0002 18.5 143 328 12 $1,311,000 $962,000 $1,732,0003 15.2 79.5 182 7 $728,000 $518,000 $933,0004 12.5 42.8 97 5 $392,000 $279,000 $502,0005 9.0 16 37 1 $146,000 $15,000 $271,000

Source: Master Business Systems, Inc, & QSM data from over 1,300 similar projects for the code and test phase

of a typical business application of 200,000 Lines Of Code.

Those organizations at high CMM levels produce traditional applications well and also produce Internet, Web and eBusiness applications well.

Those organizations at high CMM levels produce traditional applications well and also produce Internet, Web and eBusiness applications well.

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The CMM works well for those organizations that implement it effectively. Not all organizations do!

The CMM works well for those organizations that implement it effectively. Not all organizations do!

CMMSW Results - The CMMSW WorksThe CMMSW enables organizations to develop software:

Faster - Reduces development time Better - Produces products with fewer defects and

which better satisfy user requirements Cheaper - Lower development costs

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How to get more information on the SEI CMM:

Research Access Incorporated or Customer Relations

800 Vinial Street Software Engineering Institute

Pittsburgh, Pa 15213 Carnegie Mellon University

Pittsburgh, PA 15213

Phone: (800)685-6510 (412)268-5800

Fax: (412)321-2992

http://www.rai.com http://www.sei.cmu.edu

and ask for documents:

CMU/SEI-93-TR24 (ESD-TR-93-24)

CMU/SEI-93-TR25 (ESD-TR-93-25)

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ISO 9000 - The Global Quality Standard Adopted in 1987. A minimum set of quality system standards. Over 50 Nations have adopted ISO 9000 as their own national standard

for Quality The United States has Adopted ISO 9000 as ANSI/ASQC Q90 Series. Each of the 12 member nations of the EC has adopted ISO. Voluntary standard, but in some cases required by the EC and other

governments.

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ISO 9000 Series

ISO # ANSI#

ISO9000 (Q90)

ISO 9001 (Q91)

ISO 9002 (Q92)

ISO 9003 (Q93)

ISO 9004 (Q94)

ISO 9000-3

Description

– Quality Management and Quality Assurance Standards - Guidelines for Selection and Use.

– Quality Systems - Model for Quality Assurance in Design and Development, Production, Installation and Servicing.

– Production and Installation only.

– Final Inspection and Test only.

– Quality Management and Quality System Elements - Guidelines

– Guidelines for the Application of ISO 9001 to the development, supply and maintenance of software.

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ISO 9000 Requirements

0.0 Introduction1.0 Scope2.0 References3.0 Definitions4.0 Quality System Requirements4.1 Management Responsibility4.2 Quality System4.3 Contract Management4.4 Design Control4.5 Document Control4.6 Purchasing4.7 Purchaser Supplied Product4.8 Product Identification &

Traceability4.9 Process Control4.10 Inspection and Testing

4.11 Inspection, Measuring and Test Equipment

4.12 Inspection and Test Status4.13 Control of Nonconforming Product4.14 Corrective Action4.15 Handling, Storage, Packaging and

Delivery4.16 Quality Records4.17 Internal Quality Audits4.18 Training4.19 Servicing4.20 Statistical Techniques

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ISO 9000 Registration

ISO9001 Registration: Registration is by specific site and a specific “scope of work.” Provides for a consistent repeatable process. Could be registered and still have poor products - concrete life jackets. Requires an audit by a third party like UL.

Why Register for ISO 9001? Reasons for a company to pursue Registration: The European Community has embraced ISO 9000. Many other governments are requiring ISO 9000 registration of their

suppliers. Many large global customers are beginning to require ISO 9000

registration of their suppliers. Adherence to ISO 9000 can improve quality. ISO 9000 can provide a foundation for a quality improvement program.

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ISO 9000 Registration Process:

1. Make decision to register.

2. Train staff and evaluate quality systems.

3. Develop a compliance plan.

4. Implement compliance plan.

5. Document quality system.

6. File Quality Manual with Agency.

7. Agency Audit.

8. Correct discrepancies.

9. Registration Certificate.

10. Must be renewed each year.

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ISO 9000-3 Guidelines for Software Development

ISO 9001 (1987) is a requirements document Was written in hardware terms Software means TV Media, Publications and Computer programs in general.

ISO 9000-3 (1993) is a set of guideline (not a requirement) to help interpret 9001 for computer software development.

A company would still register for ISO 9001 Custom software development between two parties Entire life-cycle model (irrespective of life-cycle) Quality Plan Development Plan Verification - The process of evaluating the products of a given phase to

ensure correctness and consistency with respect to the process standards for that phase

Validation - the process of evaluating software to ensure compliance with specified requirements

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ISO 9000, the SEI CMM and Other Quality Standards

No Quality System

ISO 9001*

SEI’sCMM 3

MalcolmBaldridge

Award

DemingPrize

ContinuouslyImproving Quality System

* ISO 9001 for software development using ISO 9000-3

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The SEI CMM and ISO 9000

DOD funds SEI but also looking at ISO 9000. An SEI level 3 should allow an organization to be registered for ISO

9001. SEI tells you where you are at and how to get to the next level. ISO 9000 more focused on verifying your quality process. Both standards are driving companies to improve the level of their

software development processes. Prediction: ISO 9000 will spread rapidly and in 3-5 years will be a

significant distinguishing factor among companies. Will start with big and medium companies and will spread to the

smaller ones.

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Full Life Cycle Software Engineering Processes

Needs Analysis Design Build Operate

Project Planning

Project Tracking & Oversight

Subcontractor Management

Quality Assurance

Configuration Management & Documentation Standards

Performance Measurement

• Systems Management

• Call Management• Tech. Support &

Maintenance

• Requirements Management• Software Product

Engineering

• Software Product Engineering

• Software Product Engineering

• Project Evaluation & Prioritization (Work Request)

Technology OrganizationTechnology Organization Technology StrategyTechnology Strategy

Organization Process Function

IT Value Chain

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Other Software Engineering Processes

SE Processes Reviewed in Class: Rational Unified Process Extreme Programming Capability Maturity Model ISO 9001

Other SE Processes: Crystal SCRUM DSDM Adaptive Software Development Feature-Driven Development Pragmatic Programming

Project Management

Iter#1Analysis

Design

Implement

Iter#2Analysis

Design

Implement

Iter#3Analysis

Design

Implement

Iter#NAnalysis

Design

Implement

Iter#4Analysis

Design

Implement

. . .

Start-up

Bob Martin’s Framework:

High Level Analysis & Architecture

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Extra Slides on Rayleigh Manpower Curve

Norden developed a theory of project problem solving processes. He viewed a project as a set of unsolved problems. A decision converts an unsolved problem into a solved problem. Initially the number of unsolved problems grows as the project team

uncovers additional problems. New problems call for more problem solvers and the project grows.

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Extra Slides on Rayleigh Manpower Curve

0

5

10

15

20

25

30

0 10 20 30 40 50 60 70 80

Elapsed Time (Months)

Man

po

wer

(P

eop

le)

Effort (MM)

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0

5

10

15

20

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30

0 10 20 30 40 50 60 70 80

Elapsed Time (Months)

Perc

en

t o

f T

ota

l E

ffo

rt

Extra Slides on Rayleigh Manpower Curve

Effort (MM)

Where: y’ = 2Kate-at2 Which can be rearranged: y’ = (K/td2)te(-t2/2td2)

K = 1.0 K = E/.39 a = 0.02 td = (1/2a)1/2

td

y’

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Extra Slides on Rayleigh Manpower Curve

The key group (problem solvers) determines the pace at which problems are solved and further problems identified and appears to drive the manpower loading curve.

The group can add people only when it has sorted out tasks to assign to new people.

The number of people involved is proportional to the number of problems ready for a solution at a given time.

After a time the number of new problems discovered begins to decline and the manpower needed begins to fall.