1. © 1999 Prentice-Hall, Inc. Chap. 1 - 1 Level 3: Key Processes Defined Group 9: LaTanya Moore Ali Imajat Asim Eldaroty

2. © 1999 Prentice-Hall, Inc. Chap. 1 - 2 Introduction 5 Levels of Maturity Key Process Areas Common Features (Commitment to Perform,Ability to Perform, Activities Performed, Measurement and Analysis, Verify Implementation) Key Practices Templates

3. © 1999 Prentice-Hall, Inc. Chap. 1 - 3

4. © 1999 Prentice-Hall, Inc. Chap. 1 - 4

5. © 1999 Prentice-Hall, Inc. Chap. 1 - 5

6. © 1999 Prentice-Hall, Inc. Chap. 1 - 6 Level 3: Key Processes Organization Process Focus Organization Process Definition Training Program Integrated Software management Software Product Engineering Peer Reviews Intergroup Coordination Peer Reviews

7. © 1999 Prentice-Hall, Inc. Chap. 1 - 7 8.1 Organization Process Focus Purpose: To establish the organizational responsibility for SW process activities that improve the organization’s overall software process capability Involves developing and maintaining an understanding of the organization’s and project’s SW processes and coordinating the activities to assess, develop, maintain, and improve these processes The organization is responsible for providing long term commitments and resources to coordinate the development and maintenance of the SW process across the current and future projects via a group (I.e. SWE group, Software related groups, SWE process groups, System Engineering groups, System Testing groups, SWQA groups,SW Configuration management groups, and Training groups)

8. © 1999 Prentice-Hall, Inc. Chap. 1 - 8 Organization Process Focus Goals: 1. SW activities coordinated across organization 2. SWOT of SW processes used to identify and related to a process standard 3. Organizational level process development and improvement activities are planned

9. © 1999 Prentice-Hall, Inc. Chap. 1 - 9 Organization Process Focus Commitment to Perform: 1. Organization follows written policy for coordinating SW process development and improvement activities across the organization 2. Senior Management Sponsors the Organization’s activities for SW development and improvement 3. Senior Management Oversees the organization’s activities for SW process development and improvement

10. © 1999 Prentice-Hall, Inc. Chap. 1 - 10 Organization Process Focus Ability to Perform: 1. A group that is responsible for the Organizations’ SW process activities exists 2. Adequate resources and funding are provided for the Organization’s software process activities 3. Members of the group responsible for the organization’s SW process activities receive required training to perform these activities 4. Members of the SWEG and other SW-related groups receive orientation on the organization’s SW process activities and their roles in those activities

11. © 1999 Prentice-Hall, Inc. Chap. 1 - 11 Organization Process Focus Activities Performed: 1. The SW process is accessed periodically, and action plans are developed to address the assessment findings 2. The organization develops and maintains a plan for its SW process development and improvement activities 3. The Organization’s and project’s activities for developing and improving their software processes are coordinated at the organizational level 4. The use of the organization’s SW process database is coordinated at the organizational level

12. © 1999 Prentice-Hall, Inc. Chap. 1 - 12 Organization Process Focus Activities Performed Cont.-: 5. New processes, methods, and tools in limited use in the organization are monitored, evaluated, and where appropriate, transferred to other parts of the organization 6. Training for the Organization’s and project’s SW processes is coordinated across the organization. 7. The groups involved in implementing the SW processes are informed of the organization’s and project’s activities for SW process development and improvement

13. © 1999 Prentice-Hall, Inc. Chap. 1 - 13 Organization Process Focus Measurement and Analysis: 1. Measurements are made and used to determine the status of the Organization’s process development and improvement activities (I.e Work completed, effort expended, and funds expended in the Organization’s activities for process assessment, development, and improvement compared to the planned activities Also the results of the assessments relative to previous assessments)

14. © 1999 Prentice-Hall, Inc. Chap. 1 - 14 Organization Process Focus Verifying Implementation: 1. The activities for SW process development and improvement are reviewed with senior management on a periodic basis a. Progress and status of activities to develop and improve SW processes reviewed against the plan b. Unresolved conflicts resolve c. Action items are assigned, reviewed and tracked to closure d. Summary Report for each review distributed to appropriate groups

15. © 1999 Prentice-Hall, Inc. Chap. 1 - 15 8.2 Organization Process Definition Purpose: To develop and maintain a usable set of SW process assets that improve process performance across the projects and provides a basis for cumulative, long term benefits to the organization Involves developing and maintaining an understanding of the organization’s standard SW process, along with related process assets (I.e. Descriptions of SW life cycles, process tailoring guidelines, and criteria, the organization’s SW process database, and a library of software process- related documentation ) The Organization’s SW process assets are available for use in developing, implementing, and maintaining the projects’ defined SW processes

16. © 1999 Prentice-Hall, Inc. Chap. 1 - 16 Organization Process Definition Goals: 1. Standard SW process for the organization is developed and maintained 2. Information related to the use of the organization’s standard SW process by the SW projects is collected, and made available

17. © 1999 Prentice-Hall, Inc. Chap. 1 - 17 Organization Process Definition Commitment to Perform: 1. The Organization follows written policy for developing and maintaining a standard SW process and related process assets I (.e. Organization’s standard SW processes, guidelines and criteria, approved descriptions of SW life cycles, organizational SW database, SW library) The organization may have more than one standard SW process for different applications, tools, and methodologies

18. © 1999 Prentice-Hall, Inc. Chap. 1 - 18 Organization Process Definition Ability to Perform: 1. Adequate resources and funding are provided for developing and maintaining the organization’s standard SW process and related process assets 2. The individuals who develop and maintain the organization’s standard SW process and related process assets receive required training to perform these activities

19. © 1999 Prentice-Hall, Inc. Chap. 1 - 19 Organization Process Definition Activities Performed: 1. The organizations standard SW process is developed ad maintained according to a documented procedure SW process and related process assets 2. The organization’s standard software process is documented according to established organization standards 3. Descriptions of software life cycles that are approved for use by the projects are documented and maintained 4. Guidelines and criteria for the project’s tailoring of the organization’s standard SW process are developed and maintained 5. The organization’s SW process database is established and maintained

20. © 1999 Prentice-Hall, Inc. Chap. 1 - 20 Organization Process Definition Activities Performed Cont.-: 6. A library of software process-related documentation is established and maintained 7.The organization’s standard software process is documented according to established organization standards

21. © 1999 Prentice-Hall, Inc. Chap. 1 - 21 Organization Process Definition Measurement and Analysis: 1. Measurements are made and used to determine the status of the Organization’s process definition activities (I.e status of the schedule milestones for process development and maintenance, and costs for the process definition activities)

22. © 1999 Prentice-Hall, Inc. Chap. 1 - 22 Organization Process Definition Verifying Implementation: 1. The SWQA group reviews and/or audits the organization’s activities and work products for developing and maintaining the organization’s standard SW process and related process assets and report results. Minimum handling includes: 1. Appropriate Standards are followed in developing documenting, and maintaining the organization’s standard SW process and related process assets 2. The Organization’s standard SW process and related process assets are controlled and used appropriately

23. © 1999 Prentice-Hall, Inc. Chap. 1 - 23 8.3 Training Program -Focuses on human side for any software development project -purpose:develop skills and knowledge of individuals Main questions to start with: *what are our needs? By projects--by organization--by individuals… *do we have a necessary resources to allocate for such training program? Budget--time--people(group performing)...

24. © 1999 Prentice-Hall, Inc. Chap. 1 - 24 Training Program ***Goals to achieve: -planned activities training -provide skills knowledge and technical roles to individuals -individuals involved in software engineering group receive the training necessary for their roles

25. © 1999 Prentice-Hall, Inc. Chap. 1 - 25 Training Program Commitment to perform 1--// follow a written policy for meeting training needs -training needs are identified -facilities are allocated ex:classrooms,computers, videos.. -training within the organization or obtained from outside.. * Ex from outside: - customer-provided training - academic programs - seminars - professional conferences - commercially available training courses

26. © 1999 Prentice-Hall, Inc. Chap. 1 - 26 Training program Ability to perform 1-- a group responsible for fulfilling the training needs exists -who are the people assigned? -Are they hired part time or full time? -Are they from the organization (which depart.) or from outside? -what are their roles? ex: some groups are focused on project activities (software quality assurance group)---quality some groups are focused on organization-wide activities (software engineering process group)----input output

27. © 1999 Prentice-Hall, Inc. Chap. 1 - 27 Training Program 2--Adequate resources and funding are provided -organization’s training plan provided -training materials ex: workstations, database programs... -development or procurement of training -conduct of training -training facilities ex classrooms, quiet environment... -evaluation of training and maintenance of training records

28. © 1999 Prentice-Hall, Inc. Chap. 1 - 28 Training Programs 3--Members of the training group have the necessary skills and knowledge to perform their training activities Ex: training instructional techniques, communication skills... 4--Software managers receive orientation on the training program they are aware about the achievements and further steps

29. © 1999 Prentice-Hall, Inc. Chap. 1 - 29 Training Program Activities Performed 1--every software project has a specific training plan -what are the set of skills needed? -what are the skills that can be obtained through an informal vehicles? ex: -presentations - reading books and journals - on the job training -what are the skills that can be obtained through formal training? -Classroom training -guided self study - facilitated video -computer aided instructions

30. © 1999 Prentice-Hall, Inc. Chap. 1 - 30 Training Program -for whom the training is required and when is required? -how training will be provided? --by the software project --by the organization’s training group --by an external organization

31. © 1999 Prentice-Hall, Inc. Chap. 1 - 31 Training Program 3--The training plan is developed and revised based on documented procedures (documentation) documentation includes: -the needs identified--skills needed--when needed--how obtained... -the training plan is reviewed by affected individuals when ever changes are made ex: if the schedule is to be changed ex of affected individuals: -senior management -software managers

32. © 1999 Prentice-Hall, Inc. Chap. 1 - 32 Training Program -The organization’s training plan is managed and controlled the version of work product in use at a given time is known (version control) the changes are incorporated in a controlled manner (change control) -the training plan is available to the affected groups and individuals ---senior management ---training group ---software estimating ---software quality insurance ---contract management and documentation support …etc

33. © 1999 Prentice-Hall, Inc. Chap. 1 - 33 Training program 3--the training should be performed according to the organization’s training plan ( all details should be followed) 4--training courses are developed and maintained according to organization standards -description of each training course ex -intended audience -length of training -training objectives -procedure for evaluation -criteria for determining the student’s satisfactory completion

34. © 1999 Prentice-Hall, Inc. Chap. 1 - 34 Training program 5--a waiver procedure for required training is established ex some individuals may have skills to perform their roles 6--records of training are maintained -keep records of individuals who have completed their training - keep records of assigned and preformed training why is that important? - improvement level.. - consideration for assignments of the staff and managers

35. © 1999 Prentice-Hall, Inc. Chap. 1 - 35 Training program Measurement and analysis 1--measurement are made to determine the status of the training program activities ex: -actual attendance at each training course compared to the the expected attendance -progress in providing training courses compared to the plans -number of training waivers provided over time 2--measurement are made to determine the quality training ex: -results of post training tests -reviews of courses from students -feedback from software managers

36. © 1999 Prentice-Hall, Inc. Chap. 1 - 36 Training program Verify implementation 1--the training program activities are reviewed with senior management on a periodic basis purpose:provide awareness and get insights 2--the training program is independently evaluated on a periodic basis for consistency with organization’s needs 3--the training program activities and work product are reviewed and /or audited and the results are reported make sure: *all steps of the training plan are followed and executed

37. © 1999 Prentice-Hall, Inc. Chap. 1 - 37 8.4 Integrated software management *anticipate problems and act to minimize or prevent their effects Goals: -the project’s defined software process is a tailored version of the organization’s standard software process * it deals with managing software project in all its plan aspect: manages project’s size, cost, time, effort, staffing… -make sure the project is planned and managed according to the project’s defined software process

38. © 1999 Prentice-Hall, Inc. Chap. 1 - 38 Integrated software management Commitment to perform 1--the project follows a written organizational policy -the project is planned and managed using the organization’s standards software process - any deviation from standards is documented and approved -the appropriate project measurement data is collected and stored in the organization’s software process database

39. © 1999 Prentice-Hall, Inc. Chap. 1 - 39 Integrated software management Ability to perform 1--resources are provided for managing software project using project’s defined software process 2--individuals responsible for developing project’s defined software process are well trained in how to tailor organization’s standards software process ex: using software process database 3--the software managers receive required training in managing the technical,administrative,and personal aspects of the software project ex:methods for software estimating, planing, tracking

40. © 1999 Prentice-Hall, Inc. Chap. 1 - 40 Integrated software management Activities performed 1--the project defined software process is developed by tailoring the organization’s standards software process according to a a documented procedure ex: -select software life cycle from previous approved projects -modify if necessary and provide documentation -description of project’s defined software process is documented -waivers from organization’s standards are documented and approved

41. © 1999 Prentice-Hall, Inc. Chap. 1 - 41 Integrated software management 2--each project’s defined software process is revised based on documented procedures Ex -lessons learned from monitoring the software activities of the organization’s projects -work product measurement data 3--the project’ software development plan, which describes the use of the project’s defined software process, is developed and revised according to a documented procedure

42. © 1999 Prentice-Hall, Inc. Chap. 1 - 42 Integrated software management 4--the software project is managed according to the project’s defined software process 5--the organization’s software process database is used for software planning and estimating ex of data stored -software cost -software effort -size of the software work products -schedule -staffing, and technical activities

43. © 1999 Prentice-Hall, Inc. Chap. 1 - 43 Integrated software management The software projects provides a new data to be used and stored in the organization’s software process database ex: task description the estimates and revised estimates the assumptions the actual measured data

44. © 1999 Prentice-Hall, Inc. Chap. 1 - 44 Integrated software management 6--the size of the software work products (or the size of changes to the software work products) is managed according to a documented procedure this procedure requires independence of estimating group ex:software estimating group using documentation to evaluate the credibility of software size estimate in comparison with a completed system

45. © 1999 Prentice-Hall, Inc. Chap. 1 - 45 Integrated software management 7--the project’s software effort and costs are managed according to a documented procedure use available data where appropriate 8--the project’s critical computer resources are managed according to a documented procedure estimates for the project’s computer resources are derived based on historical experience,simulations,prototyping… includes hardware, software...

46. © 1999 Prentice-Hall, Inc. Chap. 1 - 46 Integrated software management 9--The critical dependencies and critical paths of the project’s software schedule are managed according to a documented procedure ex: different tasks of schedule detail, appropriately tied to each other, are developed to accommodate the needs of individuals and groups critical dependencies include both those within the software engineering group and between the software engineering group and other affected groups

47. © 1999 Prentice-Hall, Inc. Chap. 1 - 47 Integrated software management 10--the project’s risks are identified and,assessed, documented and managed according to a documented procedure ex:software project could fail to meet its objectives in areas such: schedule cost functionality ex of activities to manage risks include: identification of events that could introduce or increase risks prototyping or early implementation of high-risk modules

48. © 1999 Prentice-Hall, Inc. Chap. 1 - 48 Integrated software management 11--reviews of the software project are periodically performed to adapt to the projected and currents needs of the business and customers ex of actions: -accelerating the schedule -changing the system requirement

49. © 1999 Prentice-Hall, Inc. Chap. 1 - 49 Integrated software management Measurement and analysis measurement are made and used to determine the effectiveness of the integrated software management activities ex: effort expanded over time to manage the software project compared to the plan frequency, causes, and magnitude of replaning effort for each identified software risk, the realized adverse impact compared to the estimated loss...

50. © 1999 Prentice-Hall, Inc. Chap. 1 - 50 Integrated software management Verifying implementation 1--the activities for managing software project are reviewed with senior management on a periodic basis 2-- the activities for managing software project are reviewed with the project manager on periodic and event-driven basis 3--the software quality group reviews and /or audits the activities and work products for managing the software projects and reports the results

51. © 1999 Prentice-Hall, Inc. Chap. 1 - 51 8.5 Software Product Engineering Purpose To consistently perform a well defined engineering process Involvement Performing the engineering tasks to build and maintain the software including analyzing, developing, designing, implementing, integrating and testing.

52. © 1999 Prentice-Hall, Inc. Chap. 1 - 52 Goal 1 The Software Engineering tasks are defined, integrated, and consistently performed to produce the software. Goal 2 Software work products are kept consistent with each other. Software Product Engineering Goals

53. © 1999 Prentice-Hall, Inc. Chap. 1 - 53 The project follows a written organizational policy for performing the software engineering activities. Policy are  Tasks performed in accordance with the project’s defined software process.  Methods and tools are used  Software plans, tasks and products are traceable. Software Product Engineering Commitment to Perform

54. © 1999 Prentice-Hall, Inc. Chap. 1 - 54 Ability 1 Adequate resources and funding are provided Ability 2 Members of SE technical staff receive training Ability 3 Orientation in related SE disciplines. Ability 4 The project manager and all software Managers receive orientation. Software Product Engineering Ability to Perform

55. © 1999 Prentice-Hall, Inc. Chap. 1 - 55 Activity 1 Appropriate SE methods and tools are integrated. Activity 2 Software requirements are developed, maintained, documented, and verified. Activity 3 The software design is developed, maintained, documented, and verified. Software Product Engineering Activities Performed

56. © 1999 Prentice-Hall, Inc. Chap. 1 - 56 Activity 4 The software code is developed, maintained, documented, verified. Activity 5 Software testing is performed. Activity 6 Integration testing of the software is planned and performed. Activity 7 System and acceptance testing of the software are planned and performed Software Product Engineering Activities Performed

57. © 1999 Prentice-Hall, Inc. Chap. 1 - 57 Activity 8 The documentation is developed and maintained Activity 9 Data on defects identified in peer reviews and testing are collected and analyzed. Activity 10 Consistency is maintained across software work products. Software Product Engineering Activities Performed

58. © 1999 Prentice-Hall, Inc. Chap. 1 - 58 Measurement 1 Measurements are made and used to determine the functionality and quality of the software products. Measurement 2 Measurements are made and used to determine the status of the software product engineering activities. Software Product Engineering Measurement and Analysis

59. © 1999 Prentice-Hall, Inc. Chap. 1 - 59 Software Product Engineering Verifying Implementation Verification 1 The activities for software product engineering are reviewed with senior management on a periodic basis. Verification 2 The activities for software product engineering are reviewed with the project manager on both a periodic and event-driven basis. Verification 3 The software quality assurance group reviews and/or audits the activities and work products.

60. © 1999 Prentice-Hall, Inc. Chap. 1 - 60 8.6 Intergroup Coordination Purpose  Active participation with other groups The project is better able to satisfy the customer’s needs. Involvement  Software engineering group and other project engineering groups addressing system requirements, objectives and other issues jointly Representatives work with end user to establish the requirements Result of establishment become basis for all engineering activities

61. © 1999 Prentice-Hall, Inc. Chap. 1 - 61 Intergroup Coordination Goals :  Customer’s requirements are agreed to by all affected groups  Commitments between groups are agreed to by the affected groups  Engineering groups identify, track and resolve inter- group issues

62. © 1999 Prentice-Hall, Inc. Chap. 1 - 62 Intergroup Coordination Commitment to perform: Commitment 1  The project follows a written organizational policy for establishing interdisciplinary engineering teams  Policy specifies that: System requirements and project-level objectives are defined and reviewed by all affected groups l Ex. Software engineering, system test, documentation support, etc. The engineering groups coordinate their plans and activities Manager have a duty to ensure a good interaction environment l include interaction, coordination, support, good teamwork between the project’s engineering groups

63. © 1999 Prentice-Hall, Inc. Chap. 1 - 63 Intergroup Coordination Ability to perform: Ability 1  Enough resources and funding for coordinating activities throughout the engineering groups Ability 2  Compatibility of all support tools used throughout l Ex. Database systems, graphics tools, library management tools Ability 3  All managers get the required teamwork training Ex. Building and managing teams

64. © 1999 Prentice-Hall, Inc. Chap. 1 - 64 Intergroup Coordination Ability to perform: Ability 4  Orientation about processes and methods used by other available to each task leader Ability 5  Members of engineering team receive teamwork orientation

65. © 1999 Prentice-Hall, Inc. Chap. 1 - 65 Intergroup Coordination Activities performed: Activity 1  All developing groups establish system requirements with end users Activity 2  Group representatives coordinate and monitor technical activities to resolve technical issues by: Providing technical reviews Tracking and reviewing the design Assessing technical risks Resolving project level conflicts Activity 3  Documented plan to communicate intergroup commitments and to track the work performed

66. © 1999 Prentice-Hall, Inc. Chap. 1 - 66 Intergroup Coordination Activities performed: Activity 4  Use documented procedure to track critical dependencies between groups Such as item to be provided, who will provide it Activity 5  Work products produced as input to other groups are tested by receiving groups. Activity 6  They use documented procedures to handle un-resolvable issues by the individual representatives Activity 7  Periodic technical reviews by project representatives

67. © 1999 Prentice-Hall, Inc. Chap. 1 - 67 Intergroup Coordination Measurement and Analysis: Measurement 1  Measurements are made and used to determine the status of the intergroup coordination activities Such as actual effort and resources spent supporting other groups

68. © 1999 Prentice-Hall, Inc. Chap. 1 - 68 Intergroup Coordination Verifying implementation: Verification 1  Senior management periodically reviews activities for intergroup coordination. Verification 2  Project manager reviews activities for intergroup coordination on both a periodic and event driven basis. Verification 3  The software quality assurance group reviews and or audits the activities and work products for intergroup coordination and reports the results. Such as the handling of intergroup issues

69. © 1999 Prentice-Hall, Inc. Chap. 1 - 69 8.7 Peer Reviews Purpose Early and efficient removal of defects from software work products Involvement  A methodical examination of software work products by the producers’ peers to identify defects and areas to change Goals:  Peer review activities are planned  Defects in the software work products are identified and removed

70. © 1999 Prentice-Hall, Inc. Chap. 1 - 70 Peer reviews Commitment to Perform Commitment 1  The project follows a written organizational policy for performing peer reviews  Policy specifies that: Organization identifies a standard set of software work products to undergo peer review Each project identifies software work products to undergo peer review Peer reviews are led by trained peer review leaders Peer reviews focus on products reviewed and not developers Management does not use results to evaluate individuals

71. © 1999 Prentice-Hall, Inc. Chap. 1 - 71 Peer Reviews Ability to perform: Ability 1  There is adequate resources and funding for each product reviewed Distribution of resources l Prepare and distribute the peer review materials, Lead the peer review l Review the materials, follow-up reviews, monitor the rework l Collect and report the data resulting from the peer reviews Ability 2  Peer review leaders receive required training in how to lead peer reviews Such as planning, evaluating, collecting, reporting the results Ability 3  Reviewers receive training in the objectives, principles and method to use Such as types of peer reviews, roles of reviewing, estimating the effort

72. © 1999 Prentice-Hall, Inc. Chap. 1 - 72 Peer Reviews Activities performed: Activity 1  Peer reviews are planned and plans are documented Plans then: l Identify the software work products to undergo peer review l Specify the schedule of peer reviews Activity 2  Peer reviews are performed according to a documented procedure The procedure specifies that l Peer reviews are planned and led by trained peer review leaders l Peer review materials are distributed to the reviewers in advance l Reviewers have assigned roles in peer reviews l Checklists are used, completion criteria identified

73. © 1999 Prentice-Hall, Inc. Chap. 1 - 73 Peer Reviews Measurement and Analysis Measurement 1  Measurements are made and used to determine the status of the peer review activities Such as number of peer reviews performed, overall effort expended Verifying implementation: Verification 1  Software quality assurance group reviews and /or audits the activities and work products for peer reviews and reports the results that: The planned peer reviews are conducted The peer review leaders are adequately trained for their roles The reviewers are properly trained or experienced in their roles

74. © 1999 Prentice-Hall, Inc. Chap. 1 - 74 Any questions?