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Alexandre Bern, Project Manager 1
OBSERVATIONS ONSOFTWARE DEVELOPMENT
PRACTICES IN SIXSOFTWARE COMPANIES
RIGHT PROJECT –1stSeminar, April 20th 2007
Alexandre Bern, Project Manager 2
AGENDA1 INTRODUCTION
2 COMPANIES
3 METHOD
4 RESULTS4.1 The Identified Context4.2 The Made Observations in six Software Companies
5 DISCUSSION & CONCLUSIONS
6 FUTURE WORK
Alexandre Bern, Project Manager 3
1 INTRODUCTIONl This study yields how different contextual
factors affect the software developmentprocess
l The goal is to:
•Empirically identify the contextual factors in actualwork context in industry
•Establish their relative importance in softwaredevelopment practices
Alexandre Bern, Project Manager 4
2 COMPANIESl TietoEnator Forest & Energy Oy
• Information systems for pulp, paper and wood productsindustry
l Savcor Forest Oy• Wood procurement, forest & mechanical wood processing
information systems
l Ardin Software Oy• An international ICT outsourcing company
l ProAgria Oy• The leading agricultural expert organization in Finland
l IT Optimo Oy• Suomen Posti Oy
l Apex Offshore Development• ICT outsourcing company
Alexandre Bern, Project Manager 5
3 METHODl Theme-based interviews
• The main data collection method
l Three focus groups were interviewed• Developers• Project Managers• Senior Managers
l In total, 30 interviews in 6 companies were done
l The interviews were coded and observations made.
l Based on the observations, 9 context categories and 34contextual factors were identified.
Alexandre Bern, Project Manager 6
Alexandre Bern, Project Manager 7
4.1 RESULTS - THE IDENTIFIEDCONTEXT
CompanyInfrastructure
StrategicManagement
Competence
KnowledgeTransfer
OperationalManagement
BusinessEnvironment
OrganizationalStructure
OrganizationalCultureCustomer
SoftwareDevelopment
Process
Contextualfactors
Contextualfactors
Alexandre Bern, Project Manager 8
4.2 RESULTS –OBSERVATIONSON CUSTOMERl Too tight customer orientation
⇒ The process becomes customer-driven<= The customer dictates the software development practices used
⇒ This leads to lowering the standard of the used practices⇒ Difficulties in following own process
l Restrictions from the customer side⇒ Incomplete knowledge of application (business) domain
⇒ Low quality
l Customer inquires often status information of theproject/task⇒ A lot of time is spent to communication with the customer
Alexandre Bern, Project Manager 9
l Inflexible customer⇒ Tight schedule that becomes impossible to follow⇒ Fail in (on-time) delivery
l No foreign customer management process⇒ Difficulties in communication⇒ Difficulties in the (requirements) definition phase⇒ Misunderstandings & Information loss
l Customer do not have basic understanding of softwareengineering & business⇒ Requirements not properly done⇒ Customer requires omission of testing
4.2 RESULTS –OBSERVATIONSON CUSTOMER
Alexandre Bern, Project Manager 10
4.2 RESULTS –OBSERVATIONSON COMPETENCEl Little knowledge of customer’s business
domain⇒ Inability to deliver a high quality product and fit into
the schedule
l Expertise required in many different areas⇒ Abrupt and severe shortage of expertise is often
handled through partners
Alexandre Bern, Project Manager 11
4.2 RESULTS –OBSERVATIONSON ORGANIZATIONAL CULTURE
l It is hard to adapt the product quality tomarket price (attitude to quality)⇒ Prevailing attitude to quality is not easy to
change
Alexandre Bern, Project Manager 12
4.2 RESULTS –OBSERVATIONS ONORGANIZATIONAL STRUCTUREl Inconsistent understanding of software engineering
practices in different levels of organization⇒ IT development needs underestimated⇒ Complicated software development environment⇒ Difficulties in product development⇒ No appropriate testing tools⇒ Poor product quality
l Customers communicate directly with the developers⇒ Developers end up having too many tasks
simultaneously⇒ Multiple roles
Alexandre Bern, Project Manager 13
4.2 RESULTS –OBSERVATIONSON BUSINESS ENVIRONMENTl Competition for customers
⇒ Projects sold in a fixed price⇒ Delivery price estimation problems⇒ Overloaded resources⇒ Tight schedule⇒ Usage of a cost-efficient subcontractor
l Well defined processes and high quality standards lead to high qualityproducts⇒ Competitors get the deals by promising lower prices
l Competition for resources⇒ High salaries as a motivator
⇒ The problem of a growing wage pattern
l Growing wages (consider your subcontractor)⇒ Resources not loyal to a company
⇒ Schedule problems
Alexandre Bern, Project Manager 14
l Long distance⇒ No possibility of frequent visits
l Language barrier⇒ Loss of information⇒ Misunderstandings
l Usage of multi-vendors⇒ The project management must undergo many changes
⇒ New tools to manage the project⇒ New technology of projec management must be
implemented
4.2 RESULTS –OBSERVATIONSON BUSINESS ENVIRONMENT
Alexandre Bern, Project Manager 15
4.2 RESULTS –OBSERVATIONS ONOPERATIONAL MANAGEMENT
l Limited resources⇒ No time for comprehensive testing⇒ Multiple roles⇒ Pressure & tight schedule
l Tight schedule⇒ No time for completing various project phases⇒ Stress & Motivation problems⇒ No time for comprehensive testing
Alexandre Bern, Project Manager 16
4.2 RESULTS –OBSERVATIONSON STRATEGIC MANAGEMENT
l In order to be competitive, companiesmust be cost & time efficient⇒ Overloaded & insufficient resources⇒ Multiple roles⇒ Motivation problems⇒ Tight schedule⇒ Poor product quality
Alexandre Bern, Project Manager 17
4.2 RESULTS –OBSERVATIONSON KNOWLEDGE TRANSFERl Improper or insufficient communication
⇒ Information loss⇒ Misunderstandings
l Customers are application domain specialists⇒ Customers want to talk with application domain
terminology, not the technical jargon
l Requirement and design documents are not available⇒ Slows down and makes harder both development and
testing
Alexandre Bern, Project Manager 18
4.2 RESULTS –OBSERVATIONS ONCOMPANY INFRASTRUCTUREl Incomplete definition
⇒ Difficult implementation⇒ Schedule problems⇒ Fail in (on-time) delivery⇒ Stress
l Customers expect small changes do be implementedquickly⇒ So called maintenance work requires a lightweight and well defined
approach
l Improperly selected software development tool⇒ Lack of available resources⇒ Lack of available education / training⇒ No appropriate testing tools or environment⇒ Poor product quality
Alexandre Bern, Project Manager 19
l No education within the project⇒ Difficulties in involving new resources into an ongoing
project
l Missing templates & guidelines⇒ The process is not documented. No common process⇒ No common architecture
l Inefficient change management⇒ Lost change requests⇒ Tight schedule⇒ Leaves no time for testing
⇒ Results on poor quality
4.2 RESULTS –OBSERVATIONS ONCOMPANY INFRASTRUCTURE
Alexandre Bern, Project Manager 20
5 DISCUSSION &CONCLUSIONSl The identified context reveals a lot of obstacles in daily practices of
software development companies
l Software development practices and issues vary a lot indifferent companies
l The efficiency is defined by the context
l The process should be defined according to the context and processimprovement starts from identifying the most important contextualfactors and their effect
l High quality products and processes may be too expensive forcustomers
Alexandre Bern, Project Manager 21
6 FUTURE WORKl Describe the case companies by
specific to them context
• Identify the problem areas in the context
l Study the case companies in moredetails according to the defined context
• Look for origins of the identifiedproblems
l Propose the improvement plan
• How to get rid of the identified problems
CompanyInfrastructure
BusinessEnvironment
Customer
XYZ Ltd.XYZ Ltd.