Software Process Assessment and Improvement

Software Process Process is what binds people, methods and tools A process is defined by: Process model (ie waterfall, spiral, etc.) Phases and timing between phases Entry and exit criteria for each phase Methods for performing the activities within each phase (i.e. object-oriented design, test-driven development, formal inspections, etc.) Roles and responsibilities of workers Workflows (requirements → design → code → test)

Process Issues There are good and bad processes Processes are more or less effective or mature Quality processes lead to quality products

Software Process Assessment and Improvement Software process assessment is used to Judge the capabilities of potential contractors Establish a current baseline from which to start an improvement initiative Software process improvement is important to stay competitive, lower costs, improve quality, etc. Knowing the quality of a contractor's process will predict the likelihood of the contractor meeting schedule, costs and quality requirements. Looking at a teams previous work give some indication of what they are likely to be able to accomplish in the future, but because all software system are unique original effort, it may not be as good indicator as the quality of the process used to produce previous results.

A Desirable Process is: Defined Measured Controllable Effective Institutionalized Defined – it can be communicated and improved. If it’s not measurable it’s not controllable. It’s controllable if it has built in status evaluation points. Institutionalized – is it one or two “good apples” or is it part of the fabric of the organization?

Foundations of Software Process Improvement Software process improvement principles and techniques evolved from those used in manufacturing during the industrial revolution Based on the work of Shewhart, Deming, Crosby, Juran Watts Humphrey and Ron Radice applied these principles of process improvement in manufacturing to software development Ron Radice [Radice 85] applied the principles outlines by Crosby to software while at IBM. Humphrey evolved Radice's work into the CMM. "Deming ... applied the concepts of statistical process control to industry. While there are important differences, these concepts are just as applicable to software as they are to automobiles, cameras, wristwatches, and steel."  [Humphrey 88]

Different Process Improvement Frameworks Capability Maturity Model Integrated (CMMI) ISO 9001 ISO/IEC 15504 (SPICE) CMM and newer CMMI has generated the most interest

CMMI Version 1.1 of the CMMI came out in 2002. Version 1.2 came out in 2006. Version 1.3 came out in 2010. CMMI integrates existing stand-alone or silo models (CMM, SW-CMM, SE-CMM, Integrated product development maturity model) Some of the major changes in CMMI V1.3 are the support of Agile Software Development, improvements to high maturity practices and alignment of the representation (staged and continuous).

CMMI Process Areas CMMI contains 22 process areas: Project Planning Configuration Management Measurement and Analysis Etc… The CMMI supports two different representations of these process areas: Staged Continuous

Staged vs. Continuous “The staged approach yields appraisal results as one of five maturity levels. The continuous approach yields one of six capability levels.”

Staged Optimizing 5 Quantitatively Managed 4 Defined 3 2 Initial 1 Process unpredictable, poorly controlled, and reactive Process characterized for projects and is often reactive Process characterized for the organization and is proactive Process measured and controlled Focus on continuous process improvement Optimizing Quantitatively Managed Defined Initial

CMMI DEV Staged Representation Level Focus Process Areas 5 Optimizing Continuous Process Improvement Organizational Innovation and Deployment Causal Analysis and Resolution 4 Quantitatively Managed Quantitative Management Organizational Process Performance Quantitative Project Management 3 Defined Standardization Requirements Development Technical Solution Product Integration Verification Validation Organizational Process Focus Organizational Process Definition (+ IPPD extras) Organizational Training Integrated Project Mgmt (+ IPPD extras) Risk Management Decision Analysis and Resolution Requirements Management Project Planning Project Monitoring and Control Supplier Agreement Management Measurement and Analysis Process and Product Quality Assurance Configuration Management 2 Managed Basic Project 1 Initial 22 PA in SE/SW Levels 2 through 5 are decomposed into PAs: cluster of related activities that achieve goals for enhancing process capability. CMMI describes what to do, not how to do it. Has common sense, efficient, proven ways of keeping whole team going in same direction. This is what you (prog. Mgr) are probably already doing because you learned you had to. CMMI is not a radical new approach - it is what you should be doing anyway!

Model Components Process Areas (PA) Specific Goals (SG) Required Specific Practices (SP) Expected Typical Work Products Informative Sub-practices Informative Notes Informative Discipline Amplifications Informative References Informative Generic Goals (GG) Required Generic Practices (GP) Expected Generic Practice Elaborations Informative Example process area: Configuration management (http://en.wikipedia.org/wiki/Process_area_(CMMI)#Configuration_Management_.28CM.29)

Example Process Area: Project Planning Here are the specific goals (SG) and specific practices (SP) of the Project Planning process area. Ref: http://www.sei.cmu.edu/reports/06tr008.pdf The CMMI has required, expected and informative components. Required components are things an organization must achieve to satisfy a process area. Specific and generic goals are required. Expected components are items organizations may implement to achieve a required component. Specific and generic practices are expected components. (It’s hard to imagine accomplishing a specific or generic goal without implementing the expected components that go along with the goal. That’s why they are called “expected”.) Informative components are items that may be useful on the way to accomplishing required and expected components. Subpractices and typical work products are examples of informative components.

As of September 2006.

2008

2011 Images are from: http://www.sei.cmu.edu/cmmi/casestudies/profiles/pdfs/upload/2011SepCMMI.pdf

Small growth in commercial in-house.

Many gov contractors have to have level 3 before bidding on project.

CMMI rating is one way for Non-US companies to demonstrate their competency.

Quick reference guide: http://www. sei. cmu Can use to give a rough approximation of organization maturity.