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SynapseIndia Reviews on

Redesigning Software Development


Processes Part 2

Redesign/Optimization
Results

Reduction in procurement process cycle

times of 20X, annual operational savings


of $10-15M.
Via transformation and realignment of

information systems, business processes,


corporate strategy, and work practices in a 12 year time frame.
Participatory design, development and
refinement of computational models of new
work processes, resource configurations and
work practices, together as an organizational
system.
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Tools and Techniques


Software process redesign case web
Knowledge web for software production
Process-driven intranets
Organizational transformation

Case study: Software


development teamwork
Comparative analysis of software

specification teamwork (in complex setting)


Five teams, 5-7 members, two-week (part-

time) process that incorporates planning,


formal notation, automated tool use, reusable
assets, documentation tasks, and team
shared responsibility.

What to Understand
Work Structures and Shifts: Resource

arrangements, historical circumstances,


division of labor and expertise, etc.
Work Processes: Routine, habitual or
emergent patterns of how work flows
among people through/onto work structures
Work Practices: Behavioral discourse and
social dynamics enacted through work
processes

What to Understand
Structures are domain independent

constructs
Prescriptive/descriptive abstractions

Processes are classes of workflow


Descriptive and derived
Prescriptive and composed

Practices are instances


Descriptive, historic and situated

Comparative analysis of
software specification
teamwork
Six work structure types observed: Negotiated,

Integrated, Replicated, Delegated,


Prediscriminated and Separated
Three structural shift types observed:
anticipated

->,
unanticipated -->>,
role shift within work structure +.

Work structures and shifts


(data)
Team ID
Team Size
Reusable Exemplar

PROCESS
A. Pre-planning task
B. Planning task
c.
d.
e.
f.
g.
h.
C. Develop preliminary
(informal) specification
D. Develop formal
(processable) spec.
E. Document
write-up
F. Documentation
integration
G. Document review
H. Prepare for
Delivery

T1
6
no

T2
7
yes

T3
7
yes

T4
7
yes

T5
5
yes

N->R->I
N
I
I
P (D,I,I)
D
R
D

N->R->I
N
I
I+
P (D,I,I)
D
R
I

N->R->I
N
I
I
P (D,I,I)
D
R
I

N->R->I
N
I -> S
S
P (D,S->I,I)
D
D
D

N->R->I
N
I -> S
S
P (D,D,I)
D
D
D

I -->>
N -->>
R -->> I
I+

I+

I+

I+ -> S+

I -> S+

I+

I+

N -->> D

P+

P+

D
N
R
D
N

D+

D+

S+ -->>
S+
N -->>
N -->>
P(D,D,I)
P(D,S->I,D)
D+
D+

R
I+

R
N -->> I+

N -->> R
N -->> I+

-->>
-->> I
-->>
-->> I

D
D+

Findings
Highest (lowest) quality product (measured

by automated tools): T1 (T5)


Highest (lowest) productivity (self reported
time expended): T5 (T1)
Note the coincidental relationship
Effectiveness of planning, automated tool
use, asset reuse not clearly associated with
high(low) quality or high(low) productivity

Findings
Teams falling primarily into Negotiative and

Integrative structures had higher quality


Teams falling primarily into Delegative, Prediscriminative or Separative structures had
higher productivity
Computer supported work environments
must account for teamwork structures as a
usage parameter.

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Tools and Techniques


Software process redesign case web
Knowledge web for software production:
Software production ontology
Taxonomy for as-is diagnosis, redesign

heuristics
Best practices and lessons learned cross-linked
Process-driven intranets
Organizational transformation

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12

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Current field study

Understanding open source software

practices and processes in different domains


Academic research vs. Commercial

development
Deep Space Astronomy, Software Architecture
Internet infrastructure, Networked computer games

To produce and compare case studies using

narrative, hypertext, and computational


renderings.

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Tools and Techniques


Software process redesign case web
Knowledge web for software production:
Process-driven intranets:
Model, prototype, and enact software

production architectures
Organizational transformation

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Process-driven intranets

Enable rapid configuration of virtual

enterprises (VEs) across multiple


organizational domains
Virtual enterprises for wide-area software
development have been demonstrated
Software production in VEs supported and
enacted via process navigation (process
surfing)

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Process-driven intranets

Accommodate organizational autonomy

and computer-supported cooperative work


Accommodate heterogeneous repositories
of development artifacts (source code, etc.)
Accommodate use of local tools and
development environments

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Process-driven intranets

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Process-driven intranets

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Tools and Techniques


Software process redesign case web
Knowledge web for software production
Process-driven intranets
Organizational transformation
Whats involved?
How long does it take?
How much bang for the buck?

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Organizational
transformation

Collaborative participation to understand

as-is, to-be, and here-to-there SPAs within


constraints and contexts.
Timeframe: 6-18 months
Baseline investment (ROI):
External: Invest $1 to realize $10

savings/gain.
Internal: Staff time, infrastructure usage, etc.

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Conclusions
Software production can be optimized
Optimizing software production is a

strategic option/choice that can be realized


Software production architectures and
supporting technologies enable
optimization
Process improvement and production
optimization are complementary efforts

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