1. SOFTWARE PROCESS IMPROVEMENT
“Never Stop Learning”

2. Objectives To explain the principles of software process improvement
To explain how software process factors influence software quality and productivity
To explain how to develop simple models of software processes
To explain the notion of process capability and the CMMI process improvement model

3. Information Systems Development
Resources Activities Products
Planning
Analysis
Design
Construction
Testing
Training
Implementation
Follow-up
Enhancements
etc...
Hardware
Software
Documentation
equipment

4. A systems development process is the set of activities, methods, practices, and transformations that developers use to develop and maintain information systems.

5. Software Process Improvement is the name given to the identification of the current state-of-the-practice of information systems development within an organization and then improving it.

6. Process Improvement Approach
Business Need
Motivation to improve
Assessment
Improvement Methods Selection
Improvement Methods Implementation
Metrics Measure Impact

7. The process improvement cycle

8. Process improvement stages
Process measurement
Attributes of the current process are measured. These are a baseline for assessing improvements.
Process analysis
The current process is assessed and bottlenecks and weaknesses are identified.
Process change
Changes to the process that have been identified during the analysis are introduced.

9. Examples: -
Some example results of an improved software development process could include:
Fewer product defects found by customers.
Earlier identification and correction of defects.
Fewer defects Introduced during the development process.
Faster time to market.
Better predictability of project schedules and resources.

10. Software Process Improvement Efforts
Carnegie Mellon University’s Software Engineering Institute’s Capability Maturity Model - (SEI’s CMM)
International Standards Organization’s 9001 Specification (ISO 9001)
Proprietary SPI’s from consulting firms

11. SEI Capability Maturity Model
< 1%
Optimizing
Process Control
2-3%
Managed
Process Measurement
20%
Defined
Process Definition
30%
Repeatable
Basic Management Control
45%
Initial

12. CMM - Initial (Level 1)
The software process is characterized as ad hoc, occasionally even chaotic
Few processes are defined
Success depends on individual effort and heroics
“BASICALLY NO CONTROL”

13. CMM - Repeatable (Level 2)
Basic project management processes are established to track cost, schedule, and functionality
The necessary process discipline is in place to repeat earlier successes on projects with similar applications
Success achieved through basic project management; not advanced technologies
“BASIC MANAGEMENT CONTROL”

14. CMM - Defined (Level 3)
The software process for both management and engineering activities is documented, standardized, and integrated into a standard software process for the organization
All projects use an approved, tailored version of the organization’s standard software process for developing and maintaining software
Formality lends itself to improvement
“PROCESS DEFINITION”

15. CMM - Managed (Level 4)
Detailed measures of the software process and product quality are collected
Both the software process and products are quantitatively understood and controlled
A software metrics program is in use
“PROCESS MEASUREMENT”

16. CMM - Optimizing (Level 5)
Continuous process improvement is enabled by quantitative (metrics) feedback from the process
Continuous process improvement is enabled by piloting innovative ideas and technologies
“PROCESS CONTROL”

17. Case Studies Description
Software Engineering Institute CMMI
Siemens Private Communication Systems (PN)
Siemens Automation (AUT)
Siemens Nixdorf Information system(SNI)
Siemens Stromberg-Carlson (SSC)
Siemens Industrial Automation (SIA)
Electromedical Group (SME) of Siemens Medical Systems
Siemens Gammasonics (SGI)
So on…

18. Case Study: - SEI Capability Maturity Model Integration (CMMI)
Initial
Essentially uncontrolled
Repeatable
Product management procedures defined and used
Defined
Process management procedures and strategies defined and used
Managed
Quality management strategies defined and used
Optimising
Process improvement strategies defined and used

19. Problems with the CMM Practices associated with model levels
Companies could be using practices from different levels at the same time but if all practices from a lower level were not used, it was not possible to move beyond that level
Discrete rather than continuous
Did not recognise distinctions between the top and the bottom of levels
Practice-oriented
Concerned with how things were done (the practices) rather than the goals to be achieved.

20. The CMMI model
An integrated capability model that includes software and systems engineering capability assessment.
The model has two instantiations
Staged where the model is expressed in terms of capability levels;
Continuous where a capability rating is computed.

21. CMMI Model Components Process areas Goals Practices
24 process areas that are relevant to process capability and improvement are identified. These are organised into 4 groups.
Goals
Goals are descriptions of desirable organisational states. Each process area has associated goals.
Practices
Practices are ways of achieving a goal - however, they are advisory and other approaches to achieve the goal may be used.

22. CMMI Assessment
Examines the processes used in an organization and assesses their maturity in each process area.
Based on a 6-point scale:
Not performed;
Performed;
Managed;
Defined;
Quantitatively managed;
Optimizing.

23. The staged CMMI model Comparable with the software CMM.
Each maturity level has process areas and goals. For example, the process area associated with the managed level include:
Requirements management;
Project planning;
Project monitoring and control;
Supplier agreement management;
Measurement and analysis;
Process and product quality assurance.

24. The staged CMMI model

25. Software Process: Good-enough Software
schedule (delivery date)
functionality
(features)
quality
(defects)

26. Software Process: Good-enough Software
Target is “feature-richness”
Customer (marketing) decides the balance between schedule, functionality, quality
Processes are dynamic, evolutionary
Depends on best practices, e.g., user manual, peer reviews, daily build

27. Key points
Process improvement involves process analysis, standardisation, measurement and change.
Processes can be classified as informal, managed, methodical and improving. This classification can be used to identify process tool support.
The process improvement cycle involves process measurement, process analysis and process change.
Process measurement should be used to answer specific process questions, based on organisational improvement goals.

28. Key points
Process models include descriptions of tasks, activities, roles, exceptions, communications, deliverables and other processes.
The CMMI process maturity model integrates software and systems engineering process improvement.
Process improvement in the CMMI model is based on reaching a set of goals related to good software engineering practice.

29. SPI AFTERTHOUGHTS
“...according to the SEI model, Apple Computer should not exist.” Tom DeMarco
Small organizations may not be able to afford the overhead required by an SEI-type model
You can’t skip levels
It takes time (2 to 3 years/level) to move from one level to the next
Not many organizations are beyond Level 1
New organizations are unlikely to start at Level 3
Levels are important in some contracts

30. Thank You!!!