1. Software Quality Processes – Part I CSSE 376, Software Quality Assurance Rose-Hulman Institute of Technology March 16, 2007

2. 2 Acknowledgments Some material was taken from a tutorial by Mike Phillips of the Software Engineering Institute http://software.gsfc.nasa.gov/docs/CMMI%20Tutorial.pdf Some material was also taken from the August 2004 SW-CMM Maturity Profile http://www.sei.cmu.edu/appraisal-program/profile/pdf/SW- CMM/2004augSwCMM.pdf

3. 3 Outline 1. Why focus on Process? 2. CMMI - Introduction

4. Why Process?

5. 5 Underlying Premise of Process Improvement “The quality of a product is largely determined by the quality of the process that is used to develop and maintain it.” Based on TQM principles as taught by Juran, Deming and Crosby.

6. 6 Categories of Benefits 1. Improved schedule and budget predictability 2. Improved cycle time 3. Increased productivity 4. Improved quality (as measured by defects) 5. Increased customer satisfaction 6. Improved employee morale 7. Increased return on investment 8. Decreased cost of quality

7. 7 Results: Boeing Effort Estimation. 0 % 140% -140%.................................................................... Without Historical Data With Historical Data Variance between + 20% to - 145% Variance between - 20% to + 20% (Mostly Level 1 & 2) (Level 3) Over/Under Percentage. (Based on 120 projects in Boeing Information Systems)...................................................................... Reference: John D. Vu. “Software Process Improvement Journey:From Level 1 to Level 5.” 7th SEPG Conference, San Jose, March 1997. Improved Schedule and Budget Predictability

8. 8 Source: Software Engineering Div., Hill AFB, Published in Crosstalk May 1999 Improved Cycle Time

9. 9 Source: Software Engineering Div., Hill AFB, Published in Crosstalk May 1999 Increased Productivity

10. 10 Increased Productivity and Quality

11. 11 Cartoon of the Day

12. Capability Maturity Model ® Integration (CMMI SM )

13. 13 History (1/2) In the beginning there was chaos...  Department of Defense spent millions of dollars on software that was never completed.  Contractor selection was unscientific Meanwhile, process gurus (Deming, Crosby, Juran) taught the Japanese how to improve manufacturing

14. 14 History (2/2) Software Engineering Institute (SEI) created Capability Maturity Model (CMM) for software, others were developed later:  Systems engineering  Software acquisition  People Increasing pressure to integrate all the models led to the Capability Maturity Model Integration (CMMI)  However, CMMI can still be used only for software development in organizations

15. 15 The CMMI Project DoD sponsored collaboration between industry, Government, SEI Over 100 people involved U.S. Army, Navy, Air Force Federal Aviation Administration National Security Agency Software Engineering Institute ADP, Inc. AT&T Labs BAE Boeing Computer Sciences Corporation EER Systems Ericsson Canada Ernst and Young General Dynamics Harris Corporation Honeywell KPMG Lockheed Martin Motorola Northrop Grumman Pacific Bell Q-Labs Raytheon Reuters Rockwell Collins SAIC Software Productivity Consortium Sverdrup Corporation TeraQuest Thomson CSF TRW

16. Staged Representation

17. 17 The Maturity Levels 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 process improvement Optimizing Quantitatively Managed Defined Performed Managed Optimizing Defined 1 2 3 4 5

18. 18 Maturity Levels Cannot Be Skipped A level provides a necessary foundation for effective implementation of processes at the next level.  Higher level processes are easily sacrificed without the discipline provided by lower levels.  The effect of innovation is obscured in a noisy process.

19. 19 How Long Does It Take? For organizations that began their CMM-based SPI effort in 1992 or later, the median time to move from: maturity level 1 to 2 was 22 months maturity level 2 to 3 was 19 months maturity level 3 to 4 was 25 months maturity level 4 to 5 was 13 months

20. 20 Why Does It Take So Long? (1/2) Training  Staff need to learn how to assess and change the process  Management needs to learn how to support process assessment and change  Technical staff need to appreciate need for process assessment and change Assessment Process  Collection of data  Analysis of results

21. 21 Why Does It Take So Long? (2/2) Changing the Process  Train staff  Establish goals  Measure  Analyze  Act on recommendations