Lecture Software process improvement: Lesson 18A provide students with knowledge about: CMMI staged – maturity level 4; the maturity levels; process areas of level 4 (quantitatively managed); organizational process performance; quantitative project management;... Please refer to the detailed content of the lecture!
CMMI Staged – Maturity Level 4 Lecture # 18A 1 Staged Representation • The staged representation is the approach used in the Software CMM. It is an approach that uses predefined sets of process areas to define an improvement path for an organization. This improvement path is described by a model component called a maturity level • A maturity level is a welldefined evolutionary plateau toward achieving improved organizational processes 2 Following slide to be inserted The Maturity Levels 3 The Maturity Levels Optimizing 5 Focus on process improvement Quantitatively Managed 4 Process measured and controlled Process characterized for the organization and is proactive Process characterized for projects and is often reactive 1 Process unpredictable, poorly Defined Managed Performed controlled and reactive 4 Level 4 • Level 4 is all about numbers • The projects are managed “by the numbers.” Organizational decisions are made “by the numbers” • Processes, services, product quality are all measured “by the numbers” • At Level 4, the organization has achieved all of the goals of Levels 2 and 3 5 Level 4 • Processes, although qualitatively stable and predictable at Level 3, can be proved to be quantitatively stable and predictable at Level 4 6 Level 4 • Level 4 analyzes the data collected, determines special causes of variation from the norm, and supports quantitative management and control • This is done to make your processes predictable 7 Level 4 • To get “good” data, an organization usually has to collect data for several years, or at least through several projects and several life cycles of the projects. And when you first begin collecting data, they will not be consistent data 8 Level 4 • Measurement data are collected beginning with Level 2 in the staged representation, and in most organizations, actually begin being collected at Level 1. The problem is the data are not clean and consistent because the processes used on the projects (where the data are collected and used) are not yet stable and consistent. Data in and of themselves are not magical. They simply reflect what is going on in the projects • The point is, an organization cannot go to Level 4 9 overnight Level 4 • What problems do we see in organizations when they decide to move from Level 3 to Level 4? • At Level 3, measures are collected and preliminary thresholds are established, usually relating to size and effort. If the thresholds are exceeded, some sort of corrective action is undertaken 10 10 Quantitative Project Management • The purpose of Quantitative Project Management (QPM) is to quantitatively manage the project’s defined process to achieve the project’s established quality and process–performance objectives 36 36 Specific Goals for this PA • SG1 Quantitatively Manage the Project • SG2 Statistically Manage Subprocess Performance 37 37 SG1 Quantitatively Manage the Project – Specific Practices • SP 1.1 Establish the Project’s Objectives • SP 1.2 Compose the Defined Process • SP 1.3 Select the Subprocesses That Will Be Statistically Managed • SP 1.4 Manage Project Performance 38 38 SG2 Statistically Manage Sub process Performance – Specific Practices • SP 2.1 Select Measures and Analytic Techniques • SP 2.2 Apply Statistical Methods to Understand Variation • SP 2.3 Monitor Performance of the Selected Subprocesses • SP 2.4 Record Statistical Management Data 39 39 Process Area • In this process area, usage of the organizational level measurement repository is refined. This PA describes what projects need to do to manage quantitatively • Experienced managers and measurement personnel identify measures • Senior level project personnel collect the measures • Projects use the measures 40 40 • Training for each role needs to be addressed 41 41 • Project managers should do at least a weekly review of the project measures and how they are being used. This information is usually communicated to senior management • A measurement group is usually needed to support measurement activities. Collection of data is easier if automated tools are used 42 42 • There can be several organizational measurement repositories, or layers within one overall repository, so as to not mix data that may lead to misleading numbers and bad decisions. Repositories require years of historical data using the same, normalized data, and reviews and analyses of these data. Training and practice in this effort need to occur. Running projects 43 43 quantitatively is not an overnight transition Things People Forget 1 • Make sure the project manager (or whoever will actually use these data to manage the project) is involved in determining which measures he will need • Train the people collecting the data and the people who will use the data 44 44 Things People Forget 2 • Make sure that decisions are made that show that these data and models were used. If they are not used, they do not really exist. Show how the project’s defined process was changed, reviewed, or influenced by these data • Make sure you have examples of using process, product, and quality measures and models 45 45 Quantitative Project Management • Quantitative Project Management includes quantitatively defining project objectives; using stable and consistent historical data to construct the project’s defined process; selecting sub processes of the project’s defined process that will be statistically managed; monitoring the project against the quantitative measures and objectives; using analytical techniques to derive and understand variation; and monitoring performance and recording measurement data in the 46 organization’s measurement repository46 • Level 4 is where senior management commitment and participation really come to the fore. Business decisions are supposed to be made based on the numbers • Have you ever sat in any senior and executivelevel meetings? You are lucky if you get ten minutes with these people. And they are not overly fond of viewing slide after slide of esoteric charts and graphs. They want to know the bottom line—are we making money? And the one chart that they all love, which is not particularly popular in the world of statistics is the 47 47 pie chart • Most small organizations will find this level very difficult to implement as written, based on the number of people needed to make this run smoothly and based on the type of expertise needed. And this level may not prove all that beneficial (using costbenefit analyses) to these organizations anyway 48 48 Summary 49 49 References • Interpreting the CMMI: A Process Improvement Approach, Second Edition, by Margaret K. Kulpa and Kent A. Johnson, Auerbach Publication, 2008 (electronic file), (Chapter 7) 50 50 ... processes 2 Following slide to be inserted The Maturity Levels 3 The Maturity Levels Optimizing 5 Focus on? ?process improvement Quantitatively Managed 4 Process? ?measured and controlled Process? ?characterized for ... Practices • SP 1.1 Select Processes • SP 1.2 Establish? ?Process? ??performance Measures • SP 1.3 Establish Quality and? ?Process? ?? performance Objectives • SP 1.4 Establish? ?Process? ??performance Baselines... SP 1.4 Establish? ?Process? ??performance Baselines • SP 1.5 Establish? ?Process? ??performance Models 21 21 Process? ?Area • This? ?process? ?area includes measurements for both? ?process? ?and product. Additionally, service has also been specifically presented