Lecture Software process improvement: Lesson 44 provide students with knowledge about: software process improvement - your mileage may vary; spiral model for process-improvement adoption; the software-improvement journey; define process improvement in terms of the strategic future;... Please refer to the detailed content of the lecture!
Software Process Improvement: Your Mileage May Vary Lecture # 44 • If you own a car or a motorbike, you are all too well familiar with the concept of mileage • Your mileage may vary • Let’s see if we can use this with process improvement efforts and programs • Here, the mileage may refer to as “success rate” • The significance of a spiral model for process improvement is very clear, as it shows that software process improvement is an unending journey • While each improvement can be viewed as a tactical project, you must follow through with others to remain competitive Spiral Model for Process Improvement Adoption Spiral Model for ProcessImprovement Adoption • If we were to unwrap the spiral into a linear model, here’s how it will look like Following slide to be inserted The SoftwareImprovement Journey The SoftwareImprovement Journey • We start moving toward a desired future state from a current state • Almost always, we encounter roadblocks, but gradually we move ahead with solutions • An intermediate state represents an acknowledged success. But we do not stop here, so the dots represent other projects, or later progressions from current to intermediate states for other spiral loops Define Process Improvement in Terms of the Strategic Future 10 • Another useful tool that ensures strong ties to business goals is the goal/question/metric (GQM) process • These ties lead to more easily accepted communications 44 Improving Mileage #8 45 Set Reasonable Expectations for Results 46 • The first part of setting reasonable improvement expectations is to calculate cost savings. This is a doubleedged sword • If you don’t do these estimates or if the way you communicate them makes seem low, your project is unlikely to be approved 47 • If you estimate too high, your project may be cancelled, because you aren’t believed • Also, if your estimates are high and you are allowed to finish, your project may still be considered a failure 48 • Doing a costsavings analysis early in your planning forces you document assumptions. This analysis enables you to make your intermediate steps and improvement gains clearer • These will generally be both believable and high enough 49 Improving Mileage #9 50 Frame Expectations for Different Audiences 51 • A key step in gaining and holding project sponsorship is to translate your cost savings into benefits 52 Improving Mileage #10 53 Reinforce Success with Measured Results 54 • There is nothing like quantified intermediate results to eliminate doubts and solidify support • By imagining how your results will look during your initial planning/storyboarding, you will ensure that you collect the right data to report successes confidently 55 Your Improvement Future 56 • The spiral model emphasizes looking toward a future desired state • As we continue to mature software engineering, improvement techniques will get even better, and we will understand our sociology better 57 References • Successful Software Process Improvement by Robert R. Grady, Chapter 14 58 ... Let’s see if we can use this with? ?process? ? improvement efforts and programs • Here, the mileage may refer to as “success rate” • The significance of a spiral model for process? ?improvement is very clear, as it shows that? ?software? ?process? ?improvement is ... Spiral Model for? ?Process? ?Improvement Adoption • If we were to unwrap the spiral into a linear model, here’s how it will look like Following slide to be inserted The? ?Software? ?Improvement Journey The? ?Software? ?Improvement ... Understand Business Needs Well 13 • A? ?process? ?that adds structure and commitment to your organization’s vision is the corecompetence planning? ?process • Its major contribution is that it elevates process? ?improvement thinking to a strategic