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Software Process Improvement in a Changing Environment Dr. Katalin Balla Technical University Budapest Department of Control Engineering and Information.

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Presentation on theme: "Software Process Improvement in a Changing Environment Dr. Katalin Balla Technical University Budapest Department of Control Engineering and Information."— Presentation transcript:

1 Software Process Improvement in a Changing Environment Dr. Katalin Balla Technical University Budapest Department of Control Engineering and Information Technology

2 Dr. Katalin Balla2 / 30 Contents About software quality –Why is it so important? –What do we mean by it? –Why is it difficult to deal with it? The QMIM framework –Goal, scope, elements Case study –Using QMIM in a software company –Using QMIM in a changing environment Conclusion

3 Dr. Katalin Balla3 / 30 Why is software quality so important? A software doing something else than we wanted can cause considerable damage Errors in software can cause considerable damage Companies are forced to prove the good quality of their products Good quality is a condition of staying in the market About software quality

4 Dr. Katalin Balla4 / 30 What do we mean by software quality? Q = Deliverables / Expectations The software is good if it is … … ready on time …cheap …doing what the user wants it to do …available 24 hours a day …user friendly, easy learnable …responding always to a user request in less than 5 seconds …delivered after a testing that had 99% code based coverage and 100% requirements based coverage …easy to run in a new environment … About software quality ?

5 Dr. Katalin Balla5 / 30 Why is it difficult to deal with software quality? It is not clear what we mean by it It is not one, universally usable quality! Quality profiles have to be defined taking into account the characteristics of each particular case Using models, standards, good approaches could help, but… –Many approaches exist, different in many ways: terminology, basic elements, structure… –The different approaches emphasize different elements of software quality –A quality manager will not find any aid or guidance in making the right choice among the models About software quality

6 Dr. Katalin Balla6 / 30 An approach that could help Define the important elements of software production! Understand the important elements and their interconnections! Understand existing, popular quality models and standards! Be able to connect quality models and standards to objects of software production! Analyse the business needs of your company and choose the most appropriate quality approaches! Instead of choosing one model, use more models in a synergic way, according to the specific needs of the company! QMIM

7 Dr. Katalin Balla7 / 30 The quality framework ProcessProductResource Definition Quality attribute Metric Objects Characteristics QMIM

8 Dr. Katalin Balla8 / 30 Different approaches towards software quality ISO 9126 (Boehm, McCall )... ProcessProductResource Definition Quality attribute Metric Objects Characteristics GQM ISO 9001:2000 CMM, SPICE CMMI ISO TSP, PSP Methodologies (RUP, Prince...), Life-cycle support P-CMM, Weinberg...

9 Dr. Katalin Balla9 / 30 The QMIM framework Scope: give a solution to the problems mentioned before Framework (not the n+1-th approach!) Was developed during a case study Helps identifying the important elements of software quality Helps finding one’s way among the existing software quality models, standards, approaches Supports software process improvement by following small steps QMIM

10 Dr. Katalin Balla10 / 30 Elements of the QMIM model QMIM

11 Dr. Katalin Balla11 / 30 Elements of the QMIM model ProductTechnicalProcess PM process Definition Quality attribute Metric QMIM

12 Dr. Katalin Balla12 / 30 Static aspects of QMIM Generic data model QMIM

13 Dr. Katalin Balla13 / 30 Dynamic aspects of QMIM The framework helps in defining the company’s own process model Using QMIM –Differences can be is: The set of elements defined in the beginning The degree of detail in the definitions The chosen approaches to software quality The characteristics of the organisation (maturity level, business goals, priorities, magnitude of change accepted …) QMIM

14 Dr. Katalin Balla14 / 30 Possible approaches of using QMIM: PM processs Product Technical process Definition Quality attribute Metric Objects Characteristics PM process Product Technical process Definition Quality attribute Metric Objects Characteristics Important: always keep in mind all elements! Dynamic aspects of QMIM QMIM

15 Dr. Katalin Balla15 / 30 Dynamic aspects of QMIM Improvement by QMIM PM processs Product Technical process Definition Quality attribute Metric Objects Characteristic s PM processs Product Technical process Definition Quality attribute Metric Objects Characteristics QMIM

16 Dr. Katalin Balla16 / 30 Guidelines for using QMIM High level guidelines Create (identify) a platform for the quality management activities Make a change Consolidate the change Add a low level data gathering program Assess current situation To be detailed QMIM

17 Dr. Katalin Balla17 / 30 Guidelines for using QMIM Middle level guidelines (1): Decide on what type of change to make? Add a low level data gathering program for the elements introduced Consolidate the change Make a change What change to make? PMTP P Complete the QMIM framework Create (identify) a platform for the quality management activities Assess current situation QMIM

18 Dr. Katalin Balla18 / 30 Guidelines for using QMIM Middle level guidelines(2): decide on what type of change to make? Create (identify) a platform for the quality management activities Add data gathering program for the elements introduced Use literature support to find appropriate metrics Consolidate the change Make a change Maturity level < 2 = 2 >=3 Define PM Define TP Assess the current situation Use CMM for assessment Maturity level >= 4 Define P No Yes QMIM

19 Dr. Katalin Balla19 / 30 Using QMIM in a software company IQSYS Ltd., Budapest, Hungary –One of the main representatives of software industry in Hungary –Legal successor of IQSOFT Established in 1990 Joined KFKI Holding in 2000 –Experienced a huge reorganisation in 2003: IQSOFT, Classys, part of ISYS and ICON formed IQSYS –Medium sized, 150 employees –Main activity types: software development high value-added software distribution system integration Case study

20 Dr. Katalin Balla20 / 30 Using QMIM at IQSOFT Case study

21 Dr. Katalin Balla21 / 30 SPI at IQSOFT IQSYS (IQSOFT) has a „fair” past in software quality management and SPI –Start dealing with software quality ( ) –Introducing a company-wide PM system, using PM2 methodology ( mid 1997) –ISO 9001:1994-based QMS (mid April 1998) –Continuous process improvement (May ) –ISO 9001:2000-based QMS and SPI (May ) –Informal CMM –based assessment (November 2001) Results of maturity assessments –Bootstrap assessments: SPU Process description Process control Project management Development model Detailed design& implementation Case study

22 Dr. Katalin Balla22 / 30 Linking quality goals to business goals (Using representation suggested by Reo, D.: Balanced IT Scorecard. ESI Commercial Network presentation ) Case study

23 Dr. Katalin Balla23 / 30 Product characteristics Basic need: better estimates! Identifying product-types: banking, insurance, telecom Quality profiles by product type – using ISO 9126 –Compliance, suitability –„Few errors and faults” –Banking, insurance software: integrity, reliability, correctness –Telecom : portability, testability, changeability Using Cosmic FFP Case study

24 Dr. Katalin Balla24 / 30 CMM-based SPI: gap analysis Case study

25 Dr. Katalin Balla25 / 30 CMM-based SPI, 2002: successes and challenges Dealing with the activities related to all KPA-s in the model were identified as internal need also  Management processes  Phase SQA activities to project activities  Complete project planning and tracking processes  Estimation process  Measurement. Planning and follow-up of software product size  Resource management process  Peer reviews  Training  Intergroup coordination process  Software subcontractor management  Requirements management procedure  Configuration management procedure  Project data-base  Life cycle, project models, technical guidelines  Project types  Project life cycle  Tailoring guidelines  Methods and tools used in development  „Other issues” (IQKM)  Deriving processes for the concrete projects  Software product management Case study

26 Dr. Katalin Balla26 / 30 Project data-base Contains all important elements of software quality Case study

27 Dr. Katalin Balla27 / 30 Cohesive force of a SPI The CMM-based SPI project has been reorganised with the company ÁKIPSTIKMTEM MSTEAD HRQAFinance IKK Managing director BIT IQSYS Units affected by CMM Current situation assessed on ISO 9001:2000 and, for the projects, on CMM basis A common framework in the company: QMS Common framework for project execution in Back Offices: PM framework Differences in project type models, methodologies and tools: to be described by the different teams The QMS of the new company was functional within 1 month Former IQSOFT Case study

28 Dr. Katalin Balla28 / 30 Conclusion Companies are forced to deal with software quality, if they want to stay in the market It is difficult to deal with software quality, because: –There are many elements to take into consideration –There are many approaches that cover different elements QMIM: a framework that could help in choosing the right direction for your SPI –Basic ideas: Connect your SPI to your business needs Try to use more approaches in a synergic way A good understanding of the important elements and directions in software production can help in surviving also in a changing environment

29 Dr. Katalin Balla29 / 30

30 Dr. Katalin Balla30 / 30


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