1. Software Engineering: A Practitioner’s Approach, 6/e Chapter 2 Process: A Generic View copyright © 1996, 2001, 2005 R.S. Pressman & Associates, Inc. For University Use Only May be reproduced ONLY for student use at the university level when used in conjunction with Software Engineering: A Practitioner's Approach. Any other reproduction or use is expressly prohibited.
Coming up: A Layered Technology

2. A Layered Technology Software Engineering tools methods process model
a “quality” focus
Coming up: What is a process framework

3. What is a process framework
Framework activities
work tasks
work products
milestones & deliverables
QA checkpoints
Umbrella Activities
Communication, Planning, Modeling, Construction, Deployment
Coming up: Framework Activities

4. Framework Activities Communication Planning Modeling Construction
Analysis of requirements
Design
Construction
Code generation
Testing
Deployment
Work tasks, work products, milestone, QA checkpoints
Coming up: Umbrella Activities

5. Umbrella Activities Software project management
Formal technical reviews
Software quality assurance
Software configuration management
Work product preparation and production
Reusability management
Measurement
Risk management
Coming up: The Process Model: Adaptability

6. The Process Model: Adaptability
The framework activities will always be applied on every project ... BUT
The tasks (and degree of rigor) for each activity will vary based on:
the type of project
characteristics of the project
common sense judgment; concurrence of the project team
Coming up: Text Question

7. Question
Pick any one of the project types below and tell me which process activity would be emphasized or deemphasized and why
Framework Activities
Communication
Planning
Modeling
Analysis of requirements
Design
Construction
Code generation
Testing
Deployment
Project Types:
1.Space Shuttle control system
2.Web-based calendar
3.Embedded controller in your refrigerator
4.Automatic “daily fortune” text-messager
Coming up: The CMMI

8. The CMMI
The CMMI defines each process area in terms of “specific goals” and the “specific practices” required to achieve these goals.
Specific goals establish the characteristics that must exist if the activities implied by a process area are to be effective.
Specific practices refine a goal into a set of process-related activities.
PP - project planning REQM - Requirements Mgmt MA - Measurement and Analysis CM - Configuration Mgmt PPQA - Process and Product QA
Capability and Maturity Model for Integration pages
Project Planning Specific Goals - Establish estimates, project plan, obtain commitment to the plan,
Specific Practice - Estimate the scope of the work, Define project lifecycle, etc…
Coming up: The CMMI

9. The CMMI
Level 0 - Incomplete - process area is either not performed or does not achieve all specified goals.
Level 1 - Performed - All specific CMMI defined goals of the process area have been satisfied
Level 2 - Managed - All work conforms to an organizationally defined policy; all people doing the work have access to adequate resources to get the job done; work tasks are monitored, controlled and reviewed, evaluated for adherence to the process description
Level 3 - Defined - process is tailored according to organization’s tailoring guidelines. Work products, measurements, etc… are contributed to the organizational process assets
Level 4 - Quantitatively managed - Process area uses quantitative measurement to control and improve the process area. Quantitative objectives for quality and performance are established and used.
Level 5 - Optimized - Process area adapted and optimized to meet changing customer’s needs and continually improve the process area
Capability and Maturity Model for Integration
Coming up: Process Assessment

10. Process Assessment
The process should be assessed to ensure that it meets a set of basic process criteria that have been shown to be essential for successful software engineering.
Many different assessment options are available:
SCAMPI assessed for CMMI standards compliance
SPICE --- assessed for ISO/IEC15504 compliance
ISO 9001: assessed for ISO 9001 compliance
Process Assessment is often used to “certify” a company as compliant (“Company X is ISO9001 certified “or “Company Y is CMM level 4”)
SCAMPI - Standard CMMI Assessment Method for Process Improvements CBA IPI - CMM-based Appraisal for Internal Process Improvement ISO 9001: identify, implement, manage, and continually improve the effectiveness of the processes necessary for quality
Coming up: Assessment and Improvement

11. Assessment and Improvement
Best use of assessment though is to improve your process! (Not just “get the certification”)
Coming up: CMMI: What do you get?

12. CMMI: What do you get?
20% reduction in unit s/w costs - Lockheed Martin
15% decrease in defect find and fix cost - Lockheed Martin
Costs dropped 48% from a baseline prior to CMM as the achieved CMMI-3 - DB Systems GambH Estimation accuracy improved 72% on average in three technical areas - Siemens
Percentage of milestones met improved from approximately 50 percent to approximately 85 percent following organization focus on CMMI - General Motors
Many many more at:
Coming up: Personal Software Process (PSP)

13. Personal Software Process (PSP)
Recommends five framework activities:
Planning
High-level design
High-level design review
Development
Postmortem
stresses the need for each software engineer to identify errors early and as important, to understand the types of errors
Results are good, but hard to realize because people don’t like to be measured.. and there is a lot of training to make this work
Defect Removal (From Watt’s Humphrey, The Personal Software Process)
Coming up: Team Software Process (TSP)

14. Team Software Process (TSP)
Each project is “launched” using a “script” that defines the tasks to be accomplished
Teams are self-directed
Measurement is encouraged
Measures are analyzed with the intent of improving the team process
Coming up: Team Software Process (TSP)

15. Team Software Process (TSP)
Launch Script
Review project objectives with management and agree on and document team goals
Establish team roles
Define the team’s development process
Make a quality plan and set quality targets
Plan for needed support facilities
Produce an overall development strategy
Make a development plan for the entire project
Make detailed plans for each developer in the next stage
Rebalance the workload to minimize overall schedule
Assess project risks and assign tracking responsibility to each
Coming up: CMMI Case Study

16. CMMI Case Study Lets review the CMMI Case study…. if we have time
Coming up: The Waterfall Model

17. The Waterfall Model
Do all process steps in the following order (this is generally thought of as the most basic model)
Coming up: Different families of models

18. Different families of models
Prescriptive (ch 3) Agile (ch 4)
Prescriptive Models 1970->Present
Waterfall (1970)
Evolutionary (1975)
Incremental (1975)
Spiral (1988)
RAD (1991)
Agile Models 2001->Present
eXtreme Programming (1999)
SCRUM (1990s)
DSDM (1997)
Crystal (2001)
All dates are approximate based on publications
Coming up: Different families of models

19. Different families of models
Prescriptive (ch 3) Agile (ch 4)
Goal: Higher Quality Software
Philosophy:
Bring order to chaos
Provide repeatability/consistency
Provide ability to control
Provide ability to coordinate teams
Goal: Higher Quality Software
Philosophy:
Individuals and interaction over process and tools
Working software over large documentation
Customer collaboriation over contract negotiation
Responding to change over following a plan
Which is probably better for large teams? A. Prescriptive B. Agile C. Same
Which is probably better for a web application?
Which is probably better for Mars rover control system?
Which is produces better software?
End of presentation