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Problems and Software Process Improvement

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Title: Problems and Software Process Improvement


1
Problems and Software Process Improvement
  • Jim Kelly
  • Zenkara Pty Ltd
  • jim_at_zenkara.com

2
Outline
  • Present an overview of the research
  • Describe survey conducted
  • Describe results and feedback
  • Provide some analysis and
  • Generate some discussion

3
Overview of the research 1
  • What were looking at, and what were not.
  • In our scope we have reviewed the problems that
    CMMI (or an alternative SPI model) addresses
  • We have not included the actual problems
    experienced in deploying SPI initiatives (though
    this is related)

Where CMMI is referred to, you can generally
substitute alternate SPI models/methods
4
Overview of the research 2
  • Examining the problems addressed by using
    Software Process Improvement models/methods
  • Hypothesis is that some organisations do not
    identify the specific goals that CMMI is intended
    to address
  • If organisations better defined the specific
    goals that CMMI is to address, there would be
    more successful deployments

5
Overview of the research 3
  • Prime focus is on SW CMM and CMMI for software
    organisations (although other models are being
    examined)

http//www.software.org/quagmire/
6
Details of survey 1
  • Conducted interviews with 12 Software Process
    Improvement experts who operate in Australia
    either embedded in software organisations or
    externally who provide advice to software
    organisations.
  • Considered numerous models/methods
  • SW CMM, CMMI, ISO9001, SPICE
  • Results were qualitative and descriptive

7
Details of survey 2
  • Conducted face to face and phone interviews (45m
    to 1.5hrs) with an indicative line of questions
  • How long have you been active in CMMI?
  • What training have you had in CMMI?
  • What is your rationale for using the CMMI?
  • What benefits of the CMMI were identified to
    contribute to your organisation?
  • What tools were used to identify the problems?
  • How do you know they were appropriate?
  • CMMI was used for the majority of interviews,
    but was broadened for some organisations to SPI.

8
Results and Feedback 1
  • For large organisations (gt100 staff), PI model is
    mandated by corporate policy or by customers.
  • Benefits of the CMM/CMMI and other models are
    often not identified
  • Costs of PI model deployment often not exhaustive
    - e.g. only recording PI staff effort, and not
    operational involvement

9
Results and Feedback 2
  • Organisations which use SW CMM or CMMI generally
    also use at least one other SPI model/method
    (e.g. ISO9001, EFQM, SPICE, Personal Software
    Process, Team Software Process)
  • Records of initial justification for initiating
    Process Improvement initiatives often not kept

10
Results and Feedback 3
  • Some organisations have links from their
    Process Improvement efforts to their
    organisations Business Goals/Objectives
  • However the links are mostly tenuous with little
    details about what the PI effort will do to e.g.
    improve productivity, schedule, budget, product
    quality.

11
Results and Feedback 4
  • No real structured approach to finding and
    understanding problems to be solved.
  • Most experts interviewed had an unstructured view
    of organisational problems very much a mess
  • Ackoffs definition of mess world.std.com/lo/9
    6.02/0009.html

12
Results and Feedback 5
  • Many experts not immediately aware of top 5
    problems with their organisation
  • Many also did not have knowledge of specific
    problems which have been solved over the past 1-2
    years

13
Results and Feedback 6
  • Institutionalisation is often seen as most
    important problem (particularly in mature
    organisations!?)
  • CMMI experts who are in an immature organisation
    are aware of the problems and are aware that the
    problems are not being addressed in a structured
    approach, but do not use formal techniques
    (Pareto, SPC).

14
Initial analysis 1
  • Rationale for selecting specific SPI models is
    far from clear in many organisations.
  • Links with business goals must be made
    explicit how exactly will the PI contribute?
  • Simply saying improve productivity or reduce
    rework is not adequate e.g. what component or
    process of the CMMI precisely is going to help?

15
Initial analysis 2
  • clearly identify benefits
  • How they were calculated
  • Which specific CMMI actions helped and how
  • Use the impact of the CMMI to help identify
    current problems and areas for improvement

16
Initial analysis 3
  • Look at the current effort in multi-SPI-model
    initiatives
  • Interactions
  • Efficiencies
  • Quite often improving something which satisfies
    requirements of one model/method will also
    satisfy part of another.

17
Initial analysis 4
  • More mature organisations (CMMI L3) often only
    see problems within the scope of the CMMI

18
Useful Websites
  • www.sei.cmu.edu
  • www2.umassd.edu/SWPI/1docs/SPResearch.html
  • www.sqi.gu.edu.au
  • www.psmsc.com
  • www.swquality.com/users/pustaver/index.shtml
  • nicta.com.au/uploads/documents/Why20Organisations
    _20Dont_20Use20CMMI.pdf
  • www.dtic.mil/ndia/2004cmmi/CMMIT7Thur/CMMIUsersGro
    upjmsiviy.pdf
  • www.stsc.hill.af.mil/crosstalk/2002/02/menezes.htm
    l

19
Demonstration
  • Break into groups of two preferably with
    someone you dont know
  • Introduce yourself
  • Individually read and answer the red sheet
  • Review your team members problems
  • Try to come to a decision about which problem
    your team would identify as 1 priority

20
QA
  • Does this correlate with your experiences?
  • What is missing?
  • What do you interpret differently?
  • Which models do YOU use?

21
Who are we?
Zenkara provides advanced technology for
mission-critical software engineering companies.
Head Office 2/27 Waverley Street Annerley Qld
4064 Australia PO Box 1622 Milton QLD
4064 Mobile61 (0)410 616125 direct 61 (0) 7
3892 6771 email jim_at_zenkara.com web
http//www.zenkara.com ABN 85 050 409 660
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