SE423:Software Process Improvement (SPI)CH11-Integrated Product and Process Development (IPPD)

Kittitouch Suteeca

Ref. Panit Watcharawitch, PhD (cantab)

Managing…

Integrated Product and Process Development (IPPD)IPPD is Department of Defense (DoD) management technique

that simultaneously integrates all essential activities through the use of multidisciplinary teams to optimize design, manufacturing, and processes.

IPPD provides a systematic approach to product development that achieves a timely collaboration of relevant stakeholders throughout the product life cycle to satisfy customer needs.

IPPD Tenets1. Customer Focus 2. Concurrent Development of Products and Processes3. Early and Continuous Life Cycle Planning4. Maximize Flexibility for Optimization and Use of Contractor Unique Approaches5. Encourage Robust Design and Improved Process Capability6. Event Driven Scheduling7. Multidisciplinary Teamwork8. Empowerment9. Seamless Management Tools 10. Proactive Identification and Management of Risk

through Integrated Product Team (IPT)

IPPD Life Cycle Framework in CMMI PAsIntegrated Process Team (IPT)• Share vision & objectives• Have complementary skills• Commit to common propose and approach

TS, PP, SAM, RSKM, DAR

REQM, CM, VER, VAL, PMC

Incremental Upgrades

DisciplinedChangemanagement

Requirements/Solution/Plan baseline

Stakeholder collaboration preconditions

IPPD+ Integrated Project Management (IPM) Organizational Process Definition (OPD)

6

Process AreasCategory Process Area (PA) Maturity LevelProcess Management

Organization Process Focus (OPF) Organization Training (OT) Organization Process Definition (OPD) + IPPD Organization Process Performance (OPP) Organization Innovation and Deployment (OID)

3: Defined3: Defined3: Defined4: QM5: Optimizing

Project Management

Project Planning (PP) Project Monitoring and Control (PMC) Supplier Agreement Management (SAM) Integration Project Management (IPM) + IPPD RiSK Management (RSKM) Quantitative Project Management (QPM)

2: Managed2: Managed2: Managed3: Defined3: Defined4: QM

Engineering REQuirement Management (REQM) Requirement Development (RD) Technical Solution (TS) Product Integration (PI) VERification (VER) VALidation (VAL)

2: Managed3: Defined3: Defined3: Defined3: Defined3: Defined

Support Configuration Management (CM) Process and Product Quality Assurance (PPQA) Measurement and Analysis (MA) Decision Analysis and Resolution (DAR) Casual Analysis and Resolution (CAR)

2: Managed2: Managed2: Managed3: Defined5: Optimizing

Basic Process ManagementSenior

Management(CEO, PM)

OrganizationalProcess Focus

(OPF)

Organizational Training

(OT)

Organizational Process

Definition(OPD)+IPPD

Organization’sbusinessobjectives

Project Management, Support, and Engineering

process areas

Organization’sprocess needsand objectives

Training needs

Process improvement proposals; participation in defining, assessing, and deploying processes

Improvementinformation

Resourceandcoordination

Standardprocess andother assets

Standard process,work environment standards andother assets

Training for project andsupport groups in standardprocess and assets

Advance Process Management

Senior Management

(CEO, PM)

Project Management, Support, and Engineering

process areas

Basic Process Management process areas

Organizational Process

Performance (OPP)

Organizational Innovation and Development

(OID)

Organization

Progress toward achieving businessobjectives

Quality and process-Performance objectives,Measures, baselines,And models

Quality and process-Performance objectives,measures, baselines,And models

Commonmeasures

Ability to develop anddeploy standard processesand other assets

Improvements

Process performanceand capability data

Cost and benefitdata from pilotedimprovements

Basic Project ManagementSupplier

Supplier Agreement

Management (SAM)*

Project Monitor and

Control(PMC)*

Project Planning

(PP) *

Engineering and Support process areas

Supplieragreement

Plans

Status, issues,and results of reviews andmonitoring

Corrective action

Product component requirements,technical issues, completed productcomponents, and acceptancereviews and tests

Whatto monitorReplan

Status, issues, and resultsof process and productevaluations; measuresand analyses

Corrective action

What to build

What to do

Commitments

Measurement needs

Advance Project Management

Engineering and Support process areas

Process Management process areas

Basic Project Management process areas

Integrated Project

Management (IPM)+IPPD

Quantitative Project

Management(QPM)

RiSK Management

(RSKM)

Process-performance objectives,Baselines, and models

Statistical management data

Quantitative objectives, subprocesses to statistically manage, project’s composed, and defined process

Organization’s standardprocesses,workenvironment standards,and supporting assets

IPPD rules and guidelines

Lessons learned,planning, andPerformance data

Product architecturefor structuring teams

Project’s defined processand work environmentCoordination, commitments,and issues to resolve

Integrated teams for performingEngineering and support processes

Risk exposure due tounstable processes

Project’s composed,defined process

Identified risks

Projectsharedvision

Project’sperformancedata

Risk taxonomiesand parameters,risk status, riskmitigation plans,and correctiveaction

Engineering

VERification(VER)

VALidation (VAL)

Technical Solution

(TS)

Customer

Product Integration

(PI)

Requirements Development

(RD)

REQuirements Management

(REQM)*

Product components, work products, verification and validation reports

Customer needs

Product

Requirements

Productcomponents

Alternativesolutions

Requirements

Product and product component requirements

Customer needs

Basic Support

Configuration Management

(CM)*

Process and Product Quality

Assurance (PPQA)*

Measurement and Analysis

(MA)*All process areas

Measurementand analysis

Informationneeds

Processes,work products,standards, andprocedures

Quality andnoncomplianceissues

ConfigurationItems andchangerequests

Baselines andaudit reports

Advance Support

Decision Analysis and Resolution

(DAR)

Causal Analysis and Resolution

(CAR)

All process areas

Process improvement proposals

Defects and other problems

Formal evaluations

Selected issues

Unified ProcessMultiple Models

Rational Unified Process (RUP)* Agile Unified Process (AUP) Enterprise Unified Process (EUP) Open Unified Process (OUP) Etc.

Four phases produce a generation of the system

Rational Unified Process (RUP)RUP is an iterative software development framework created by Rational

Software Corporation, IBM since 2003A software engineering process based on best practices in software

development and disciplined approaches to assigning and managing tasks and responsibilities in a development organization

An extensive knowledge base to suit organizational needsBasic Principles

Develop Software Iteratively Use Component-based Architecture Visually Model Software Continuously Verify Software Quality Control Changes to Software

Iterative Development Inception

Define scope of project Lifecycle Objective

Elaboration Plan project, specify features,

baseline architecture Lifecycle Architecture

Construction Build product Initial Operational Capability

Transition Transition product to end user

community Product Release

Time

Core

Support

Ten Essentials1. Vision Where you are going?2. Plan Manage and track the progress3. Risks Identify and mitigate risks to avoid unsuspecting4. Issues Assign due dates with responsible persons5. Business Case Determine whether it worth investing or not6. Architecture Design system and interactive interfaces7. Product Incrementally implement and test8. Evaluation Regularly assess results9. Change Requests Manage and control changes10. User Support Provide assistance to the user

RUP and CMMIPMC + PPQA

RSKM + CAR

PP

REQM

RD

TS

TS

VAL

PI

VAL

SAM

IPM

MAQPM

RD

PI

VER

VER

CM

MA

DAR

OPF

OPDOT

OPP

OID