PART 2: A FRAMEWORK FOR SOFTWARE PROCESS IMPROVEMENT (SPI) Jean Charles Salvin Markus Erlandsson Jan-Peter Nilsson.

PART 2: A FRAMEWORK FOR SOFTWARE PROCESS IMPROVEMENT (SPI) Jean Charles Salvin Markus Erlandsson Jan-Peter Nilsson

Introduction ► Software process infrastructure ► Software process improvement roadmap ► Software process assessment method ► Software process improvement plan

SUMMARY ► ► SOFTWARE PROCESS INFRASTRUCTURE ► ► PROCESS IMPROVEMENT ROADMAPS ► ► FUNDAMENTALS OF SOFTWARE PROCESS ASSESSMENT ► ► SPI ACTION PLAN ► ► CONCLUSION

SOFTWARE PROCESS INFRASTRUCTURE ► Definition ► Two aspects:  Organizational and management infrastructure  Technology and tools infrastructure ► Why ?  The assessment process needs support  Clear definitions  Avoid Chaos

Roles and Mechanisms for the SPI

SOFTWARE PROCESS INFRASTRUCTURE ► The organizational Levels to support:  Corporate Level  Project/team Level  Personal Level (PSP) ► The goals:  Consistency  Effectiveness  Performance

The Organizational Level ► Requirements:  Alignment with business objectives  Process support roles  Degree of flexibility  Relevance to the projects and benefits to the business  Cost/Duration  Competitiveness/Quality  Risk/Proven process  Adaptability  Credibility

Organizational & Management Enablers ► The actors ► Users/ Performers/ Providers of feedback/ Trainers/ Participants/ The executive sponsorship ► Objectives: Train/ Motivate/ Coordinate/ Reward ► SEPG (Software engineering process group)  Leadership  Facilitating the change  Process Training and consultancy  Process assessment and improvement planning  Monitoring process performance and collecting feedbacks  Defining the process  Coordinating SPI teams

The roles  Executive sponsor and Leader  Steering committee  SEPG  SPI Teams  Process owners

Process Technical Infrastructure ► Architecture  Provides tools  Organization’s Software Process assets  Support the organizational levels ► Functions of process support tools ► Data and document storage and retrieval tools ► Retrieval and decision support tools ► Process modelling and simulation tools

Examples ► Process Asset Library  Models/Methods/Standards/Policies  Templates/Training resources  Tool information  Project data and lessons learned  Action Plans/Status reports/ Feedbacks ► “Show the trends in product quality, project performance, process performance and point the weak points that need attention”.

Making the infrastructure effective ► Advices:  Cover all the organization  Question/Answer  Making people motivated and involved  Be supportive  Delegate responsibilities

PROCESS IMPROVEMENT ROADMAPS ► CMM ► Tick IT ► Juran’s four steps ► Shewhart’s improvement cycle ► Deming’s way out of the crisis ► Crosby’s quality maturity grid

Shewarts’s improvement plan

Deming’s way out of the crisis 1. Create constancy of purpose for improvement of product and service 2. Adopt the new philosophy 3. Crease dependence on inspection to achieve quality 4. End the practice of awarding business on the basis of price tag 5. Improve constantly and forever every process for planning, production and service 6. Institute training for the job 7. Adopt and institute leadership 8. Drive out fear 9. Break down barriers between staff areas 10. Eliminate slogans, exhortations and targets for the workforce 11. Eliminate numerical quotas for the workforce and numerical goals for management 12. Remove barriers that rob people of pride of workmanship 13. Institute a vigorous program of education and self-improvement for everyone 14. Put everyone in the company to work to accomplish the transformation

Staged vs. Continuous ► Staged (CMM) ► Key processes for each level ► Continuous (ISO) ► Can have different maturity level on different areas

Choosing? ► New customer saying we have to choose one? ► Our huge company is already using ISO in the ordinary production? ► Is it well know and popular? ► You have to make it fit your company, always have to tailor it in someway

How to use them? ► Use them in you own company to increase your own quality ► Use them to your subcontractors to ensure that you get quality products form them as well

Assessments Introduction ► What is an assessment? ► Difference between audit and assessment ► Different kinds of assessments  Self Assessment  Second Party Assessment  Third Party Assessment  Compared to audit

Assessment success factors ► Humphrey’s three main factors  Competent team  Sound leadership  Cooperative organization ► Others  Commitment  Motivation  Action Orientation  Confidentiality  Relevance  Credibility  Team Building

Assessment Domains ► Scope of the assessment ► Based on business objectives ► Affects the way the assessment will be conducted ► Different Scopes  Culture  Infrastructure

Generic assessment Cycle ► Generic assessment cycle  Pre-assessment/pre-planning ► Assessment Cycle  Planning  Fact Finding  Fact Analysis  Reporting  Post-assessment/process improvement plan

Discussion Points ► Which kind of assessment is best? ► The author of the book states that if you are not prepared to act on the result of the assessments you shouldn’t do an assessment, is this true? ► Other ideas?

Improvement Action Plan ► What is an action plan? ► Natural result of an assessment ► Should be realistic  Not try to change to much in one step

From assessment to action plan ► From assessment to action plan  Recommendations  Actions  Work packages (action plan)  Improvement projects

Action Responsibilities ► Responsibilities  Why?  Which roles?

Discussion points ► Does an assessment necessarily have to lead to an improvement plan? ► Is it necessary to assign responsibilities? ► Other ideas?

CONCLUSION ► SPI should be based on a framework ► Framework should identify all areas ► All four areas are necessary

THE END

PART 2: A FRAMEWORK FOR SOFTWARE PROCESS IMPROVEMENT (SPI) Jean Charles Salvin Markus Erlandsson Jan-Peter Nilsson.

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PART 2: A FRAMEWORK FOR SOFTWARE PROCESS IMPROVEMENT (SPI) Jean Charles Salvin Markus Erlandsson Jan-Peter Nilsson.

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