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SQM
Lecture-I

S/W PROCESS IMPROVEMENT

WHY IMPROVE ???
COMPELLING BUSINESS REASONS
CUSTOMER PRESSURE
TO MAINTAIN THE COMPETITIVE POSITION AS
QUALITY SUPPLIERS OF SOFTWARE INTENSIVE
SYSTEMS
Capability Maturity
Model
(Management Level)

Personal Software
Process
(Individual Level)

Team Software
Process
(Team Level)

Software Process Improvement

Six steps to improve software capabilities
Step-1 Understand the current status of their
development process or processes
Develop a vision of the desired process
Establish a list of required process improvement actions
in order of priority
Produce a plan to accomplish the required actions
Commit the resources to execute the plan.
Start over at step 1

SOFTWARE PROCESS MATURITY

EXTENT TO WHICH A SPECIFIC PROCESS IS
EXPLICITLY DEFINED, MANAGED, MEASURED,
CONTROLLED AND EFFECTIVE.

NEED OF MATURED SOFTWARE

PROCESSES

REDUCE RISK OF FAILURE

ENHANCE COMPETITIVENESS
PROVIDE LONG-TERM ASSURANCES

CAPABILITY MATURITY MODEL

OPTIMIZED

MANAGED

DEFINED

REPEATABLE

INITIAL
INITIAL

FIVE LEVELS
KPAs
MEETS ESTIMATES
RESULTS PEDICTABLE
EFFECTICE - HR
VISIBILITY

LEVEL 1 : INITIAL
CHARACTERISTICS

NO STANDARD WAY OF DOING ANYTHING

AD HOC/CHAOTIC (strictly creative process)
INFORMAL ESTIMATING,
SCHEDULING AND
TRACKING
NO COMMITMENT FOR REVIEWS
SOFTWARE PROCESS CAPABILITY IS
UNPREDICTABLE
SUCCESS HIGHLY DEPENDENT ON DEVELOPER
/ INDIVIDUAL EFFORT

L2 : REPEATABLE (CHAR)
STABLE AND UNDER CONTROL
MEETS SCHEDULES AND COMMITMENTS

Within Acceptable Variance

SUCCESS ACHIEVED THRO GOOD PROJECT
MANAGEMENT PROCESSES

Projects plan their activities before

execution and evaluate after execution
PROBLEMS ARE RECOGNIZED AND CORRECTED
AS THEY OCCUR
REPEAT EARLIER SUCESSES ON PROJECTS WITH
SIMILAR APPLICATIONS
STABLE PROCESS HAS EMERGED BUT NOT
FORMALLY DEFINED AND USED.

LEVEL 3 : DEFINED (CHAR)

THE DEVELOPMENT PROCESS HAS BEEN
DEFINED AND STANDARDIZED.
PROCESSES ARE DOCUMENTED AND
AVAILABLE.
THEY CAN BE REFERRED TO AND
IMPROVED.
SEPG
PROBLEMS ARE ANTICIPATED AND
MANAGED.

LEVEL 4 : MANAGED (CHAR)

DETAILED MEASURES OF SOFTWARE PROCESS
AND PRODUCT QUALITY (BEYOND PROGRESS,
PRODUCTIVITY METRICS)
PROCESSES & PRODUCTS ARE QUANTITATIVELY
UNDERSTOOD AND CONTROLLED (SQM)

completeness, complexity
reliability, performance
maintainability
trends, variances

SOURCES OF PROBLEMS ARE UNDERSTOOD AND

ELIMINATED

LEVEL 5 : OPTIMIZED
CONTINUOUS, ONGOING PROCESS
IMPROVEMENT - KAIZEN

Process change management

Process quality criteria
QUANTITATIVE FEEDBACK
PILOTING INNOVATIVE IDEAS AND
TECHNOLOGIES

Principles of software change

Process in perspective- Process management
provides a powerful basis for assessing software
problems and a consistent framework for
organisational environment, it is not a cure all.
People-Everyone makes mistakes and the most
difficult errors concern the most complex parts of
the design
Design-Success were always designed by
people who understand the application

Principles of software change

Six basic principles of s/w process change
Major changes to the software must start at the
top.
Ultimately everyone must be involved
Effective change requires a goal and knowledge
of the current process
Change is continuous
Software process changes will not be retained
without
conscious
effort
and
periodic
environment( four stages for human adoptionInstallation,Practice,Proficiency,Naturalness)
Software
process
improvement
requires
investment

Principles of software change

Some common misconceptions about the
software process
We must start with firm requirements
If it passes test, it must be OK
Software quality cant be measured
The problems are technical
We need better people
Software management is different

Principles of software change

A strategy for implementing software process
change
Effective change process has three phasesunfreezing, -moving and refreezing
Unfreezing is best initiated by an effort to
understand the true problems in the organization
and to make people aware of the opportunities
of change
Refreezing is to ensure that an achieved
capability is retained in general practice.

Principles of software change

A strategy for implementing software process change
Champions Sponsors and Agents
Champions are the ones who initiate the change processalthough champions dont always win, winners, it seems
,always have champions
Someone in authority needs to recognize the value of the
work and sponsor it.
Change Agents will lead change planning and
implementation.
Refreezing-Retain the management team that instituted the
change, modify organization procedures, Establish
measurements and incentives, setup dedicated staff to
monitor and support performance, Establish an
education and training program

The initial process

Why software organizations are chaotic

Choatic forces-Unplanned commitments
Chaotic forces-Gurus
Chaotic forces-Magic
Choatic forces-Problems of scale

The initial process

Software process entropy
Disorganisation-three forces are dynamic
requirements, increasing system size, and
human nature
Way out-add systematic project
management, adhere to careful change
management, Utilize independent software
assurance.

INITIAL-KPAs
REPEATABLE - KPAs
REQUIREMENTS MANAGEMENT
SPP
(Estimates, Activities / Commitment Planned and
Documented)
S/W PROJECT TRACKING & OVERSIGHT
(Monitor, Compare, Correct)
S/W SUBCONTRACT MANAGEMENT
(Qualified, PC/SCC Committed,
Communication, Tracking)
SQA
(Adhere to Standards, Documentation)
SCM
(Baseline Library, Systematic Control)

DEFINED - KPAs
ORGANISATION PROCESS FOCUS (SWOT)
ORGANISATION PROCESS DEFN. (Comm)
TRAINING PROGRAM
INTEGRATED S/W MANAGEMENT
(Engg.
Groups Identify, Track, Resolve Issues)
S/W PRODUCT ENGG.
INTERGROUP CO-ORDINATION
(All
Stakeholders)
PEER REVIEWS
(Activities are planned, Defects in S/W Work Products
- identified and removed.

MANAGED - KPAs
QUANTITATIVE PROCESS
MANAGEMENT
SOFTWARE QUALITY MANAGEMENT
FUNCTIONALITY
RELIABILITY

MAINTAINABILITY
USABILITY

OPTIMIZED - KPAs
DEFECT PREVENTION
(Common Defects, Common Causes, Prioritize, Eliminate)

TECHNOLOGY CHANGE MANAGEMENT (Plan

Incorporation Of Technology Change, Evaluate New
Technologies, Determine Their Effect On Quality
/Productivity, Transfer Appropriate New Technologies Into
Normal Practice Across The Orgn.)

PROCESS CHANGE MANAGEMENT

CMM BASED APPRAISALS

CMM-Based Appraisal for Internal Process
Improvement (CBA IPI):
(To determine the state of one's own processes)

Software Capability Evaluation (SCE):

(To determine the state of someone else's processes)
CMM Appraisal Framework (CAF) :
(To
ensure that these methods are both rigorous and
consistent, this Process Program is developed and
maintained which defines the standards that an
appraisal method must meet)

SEIS ROLE IN CMM

BASED APPRAISALS
The SEI trains and authorizes qualified
persons to lead appraisals
Authorized Lead Assessors
Required to return a report to the SEI for each
completed assessment. The data is entered
into the PAIS. All assessment data that is
returned to the SEI is kept confidential.
The Maturity Profile Report is published by
the SEI twice a year

PEOPLE - CMM
INITIAL
REPEATABLE

Management
Takes Responsibility For Managing Their People

DEFINED
Competency-based Workforce Practices

MANAGED
Effectiveness Measured And Managed
High Performance Teams Developed

OPTIMIZED
Continuous Knowledge & Skills Improvement

PM-CMM : REPEATABLE KPAs

STAFFING
COMMUNICATION
WORK ENVIRONMENT
PERFORMANCE MANAGEMENT
TRAINING AND DEVELOPMENT
COMPENSATION

PM-CMM : DEFINED - KPAs

KNOWLEDGE AND SKILL ANALYSIS

WORKFORCE PLANNING
COMPETENCY DEVELOPMENT
CAREER DEVELOPMENT
COMPETENCY-BASED PRACTICES
PARTICIPATORY CULTURE

PM-CMM :MANAGED - KPAs

MENTORING
TEAM-BUILDING
TEAM-BASED PRACTICES
ORGANIZATIONAL COMPETENCY
MANAGEMENT
ORGANISATIONAL PERFORMANCE
ALIGNMENT

PM-CMM : OPTIMIZED-KPAs
PERSONAL COMPETENCY
DEVELOPMENT
COACHING
CONTINUOUS WORKFORCE
INNOVATION

REFERENCES
The Capability Maturity Model
(Guidelines for Improving the Software Process)

Mark C. Paulk,Charles V. Weber,Bill Curtis,Mary

Beth Chrissis

Introduction to Personal SW Process,

Introduction to Team SW Process
Watts Humphrey. Addison Wesley

CMMI Distilled
Ahern, Clouse, Turner. Addison Wesley

CMM in Practice
Pankaj Jalote. Pearson Education

WEB REFERENCES
General Info
http://www.sei.cmu.edu
http://www.sei.cmu.edu/sema/profile.html

PSP, TSP
http://interactive.sei.cmu.edu/Features/1999/June/
Background/Background.jun99.pdf [Both]
http://www.sei.cmu.edu/pub/documents/articles/pdf
/psp.pdf [PSP]
http://wuarchive.wustl.edu/languages/ada/sei/docu
ments/00.reports/pdf/00tr023.pdf [TSP]

FaaDoOEngineers.com
Engaging Peers, Inspiring Careers!

Indias No.1 website for:

IIT-JEE/AIEEE preparation resources
Coaching centre packages
Engineering Major and Minor projects

Seminar reports
Paper presentations
EBOOKS
Resumes/CVs, and so much more