CMMI: PROCESS AND PRODUCT QUALITY ASSURANCE Lieven Lemiengre Thomas 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 Insight SG 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 .

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 Goals GG 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 Process GG 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

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