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Lecture Software process improvement: Lesson 12B provide students with knowledge about: the optimizing level; defect prevention; technology change management; process change management; fixing problems before they happen; technology change management;... Please refer to the detailed content of the lecture!
The CMM Level 5 Lecture # 12C 11 The Optimizing Level C MM Moving from Level 4 to 5 • At level 4 , the process is quantitatively understood • At level 5, continues process improvement is a way of life • In immature organizations, no one may be responsible for process improvement • Mature organizations usually have 70 to 80% participation in improvement activities at any point in time – everyone is involved Moving from Level 4 to 5 • Organizations are assumed to have mastered the current stateoftheart of software project management and development 44 Following slide to be inserted Level 5 KPAs 55 C MM KPAs Level 5 • Defect Prevention • Technology Change Management • Process Change Management Defect Prevention C MM Purpose • Purpose is to identify the cause of defects and prevent them from reoccurring • Involves: • Analyzing defects that were encountered in the past • Taking specific actions to prevent the occurrence of these types of defects in the future C MM Fixing Problems Before They Happen • Focus is on causal analysis – what in the process permitted the defect to occur – what in the process needs to be corrected to prevent the defect from occurring in the future Following slide to be inserted Fixing Problems Before They Happen 10 10 Process Change Management C MM Purpose • Purpose is to continually improve the software process used in the organization with the intent of improving software quality, increasing productivity, and decreasing the cycle time for product development • Involves – defining process improvement goals and, – systematically identifying, evaluating, and implementing improvements to the organization’s standards software process, and project’s defined software processes C MM Change Is a Process • Disciplined change is the key to success • improvement includes – – – – – planning evaluating improvement proposals and planning actions establishing process improvement teams conducting pilot programs for process improvement updating procedures, training etc • Improvements are transferred into everyday practice across the organization C MM Level 5 is not the destination • Level 5 is the foundation for building an ever improving capability • level 5 organizations continuously improve – incremental (Kaizen) – revolutionary • everyone in level 5 organization is involved in improvement Tying It All Together C MM • • • • • • • • Themes in the CMM Continuous improvement Defined, documented and used processes Commitment by senior management Stable processes Measured processes Controlled processes Evolving processes Team work References • The Capability Maturity Model: Guidelines for Improving Software Process 21 21 Measurement by Levels 22 22 C MM Measurement by Levels 1 1. Measurement is haphazard, but investigation may yield cost and effort data 2. Projects collect management data about costs, effort, size, schedule, quality etc 3. There are consistent affiliations from one project to the next. Data are collected across the organization both management and quality data are collected C MM Measurement by Levels 2 4. Data analysis is based on the principles of statistical process control. Actual measurements are compared to expected values of mean and variance 5. Continuous improvement is based on business objectives and cost benefit analysis C MM How is improvement achieved • Know where you are • Know where you want to go • assign resources and responsibilities • Try progress C MM Keys to Improvements • Senior management commitment • Organizational consensus on important issues • Believe that improvement is possible • Action oriented frame work for improvement C MM Key Adjectives • CMM is not exhaustive • there are software management and engineering processes that are not described in the CMM • key includes a focus on the major leverage points – key process area – key practices C MM • • • • • • • What does a good software organization look like Processes are defined, documented, and used Management plans, monitors and communicates Roles and responsibilities are clear Product and processes are measured Quality cost and schedule are predictable Technology is planned and used effectively Continuous improvement is a way of life References • The Capability Maturity Model: Guidelines for Improving Software Process 29 29 ... systematically identifying, evaluating, and implementing improvements to the organization’s standards? ?software? ?process, and project’s defined? ?software? ?processes C MM Change Is a? ?Process? ? • Disciplined change is the key to success • improvement includes... Continuous improvement Defined, documented and used processes Commitment by senior management Stable processes Measured processes Controlled processes Evolving processes Team work References • The Capability Maturity Model: Guidelines ... organization’s standard defined software? ? process process 11 11 Technology Change Management C MM Purpose • Purpose is to identify new technologies (i.e. tools, methods and processes) and track them into the organization in an