Process Improvement
-
Upload
hyacinth-everett -
Category
Documents
-
view
28 -
download
4
description
Transcript of Process Improvement
![Page 1: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/1.jpg)
Process Improvement
![Page 2: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/2.jpg)
It is not necessary to change. Survival is not mandatory.
» W. Edwards Deming
Both change and stability are fundamental to process improvement.
» Dennis Ahern
![Page 3: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/3.jpg)
Models
• Models provide a common set of process requirements that capture the best practices and knowledge in a format that can be used to guide priorities.
» CMMI Distilled, Ahern, Clouse, Turner, p5.
![Page 4: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/4.jpg)
Basic Model of Improvement
• Observe some difficulty
• Collect some data
• Identify the root causes (hypothesis)
• Develop reasonable solutions (test)
• Plan and implement the changes
![Page 5: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/5.jpg)
Process Improvement Doesn’t Just Happen
• many models and buzzwords – SEI– ISO 9000– CQI– test process improvement– PSP– CMM– Plan-Do-Check-Act – QIP– …
![Page 6: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/6.jpg)
![Page 7: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/7.jpg)
Emphasis
• high-quality software
• finite amount of resources
• cost-effective manner
![Page 8: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/8.jpg)
Two Observables
• Cost: – Main cost in software is time. (Why?)
• Quality: – correctness– reliability– robustness– user friendliness– verifiability– maintainability– safety
![Page 9: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/9.jpg)
Why is Process Improvement Difficult?
• Software development is:– Evolutionary and experimental– Not production– Human based
• Software is variable:– Processes– Goals– Content
• We lack models:– Needed to to reason about the process and the product
![Page 10: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/10.jpg)
Capability Maturity Model (CMM) for Software
![Page 11: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/11.jpg)
Capability Maturity Model (CMM) for Software
• Process Capability– ability of a process to produce planned results
• Software Engineering Institute (SEI)– Carnegie Mellon
• 5 Levels
• Certification based on audits
![Page 12: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/12.jpg)
5 Stages of CMM for Software
• Level 1: Initial
• Level 2: Repeatable
• Level 3: Defined
• Level 4: Managed
• Level 5: Optimizing
Initial
RepeatableDefined
ManagedOptimizing
![Page 13: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/13.jpg)
Initial• Ad hoc• No process in place
RepeatableAchieved a stable process with a repeatable level of statistical control
DefinedAchieved foundation for major and continuing progress
Managed Substantial quality improvements• Comprehensive measurements
OptimizingMajor improvementsin quality and quantity
Basic
management
control
Process
definition
Process
management
Proce
ss
contro
lSEI Capability Maturity Model
![Page 14: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/14.jpg)
Level Focus
Initial Heroics
Repeatable Basic project management
Defined Process standardization
Managed Quantitative management
Optimizing Continuous process Improvement
![Page 15: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/15.jpg)
CMM Maturity Level 1: Initial
Characteristics
• No sound SE management principles in place
• Ad hoc practices
• May be successful because of competent manager and team
• Activities are not preplanned, but response to crisis
• Unpredictable process
• Cannot predict time and cost of development
To get to next level
• Initiate project management
![Page 16: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/16.jpg)
Elements of Basic Project Management
• Software Configuration Management• Software Quality Assurance• Software Acquisition Management• Software Project Control• Software Project Planning• Software Requirements Management
![Page 17: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/17.jpg)
CMM Maturity Level 2: Repeatable
Characteristics
• Basic SE management practices in place
• Planning and management are based on experience with similar products (repeatable)
• Track costs and schedules
• Identify problems as arise and take immediate corrective action
To get to next level
• Standardize Processes
![Page 18: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/18.jpg)
Process Standardization• Peer Reviews• Project Interface Coordination• Software Product Engineering
– methods and technologies– software development process architecture
• Integrated Software Management• Organization-level Awareness
– Organization Training Program– Organization Process Definition– Organization Process Focus
![Page 19: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/19.jpg)
CMM Maturity Level 3: Defined
Characteristics
• Process for development fully documented
• Reviews used to achieve software quality
• Introduce CASE Tools
To get to next level
• Quantitative Management
![Page 20: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/20.jpg)
Quantitative Management
• Statistical process management – quantify quality and cost parameters
• Process database to maintain process data
• Assess relative quality of each product
![Page 21: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/21.jpg)
CMM Maturity Level 4: Managed
Characteristics
• Organization sets quality and productivity goals for each project
• Continually measure
• Statistical quality control in place
To get to next level
• Support automatic gathering of process data
• Use data to analyze and modify the process
• Defect Prevention
![Page 22: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/22.jpg)
CMM Maturity Level 5: Optimizing
Characteristics
• Statistical quality and process control techniques are used and guide the organization
• Process has positive feedback loop
To maintain level
• Continue improvement and optimization of the process
![Page 23: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/23.jpg)
Other Improvement Process Models-1
Plan-Do-Check-Act (Deming) (Improving single process within an organization)
• Plan. Develop plan for effective improvement• Do. The development organization carries out the
plan• Check. After process termination, observe the
effects of the change or test• Act. Study the results and document the lessons
learned. Emphasis on– understanding the principles of the process, – predicting product’s quality– suggest further improvement
![Page 24: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/24.jpg)
Other Improvement Process Models-2
Quality Improvement Paradigm (NASA Goddard) (Systematic software development and SE technology validation )• Characterize project using models and baselines • Set quantifiable improvement goals on basis of relevance to
organizing successful project and organization performance improvement
• Execute the plan to develop products and provide feedback• Analyze the collected data and information gathered and evaluate
the current practices, determine problems, record findings, and make recommendations for improvement
• Package the experience in the form of new, updated or refined models. Store them in an experience base so it is available for future projects.
![Page 25: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/25.jpg)
Process Improvement Framework Quagmire
![Page 26: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/26.jpg)
CMMI: CMM Integrated
Reduce Cost:– eliminate inconsistencies between processes– Reduce duplication– Provide common terminology and style– Increase clarity
![Page 27: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/27.jpg)
CMMI Principles• Maintain executive support
– Strong consistent support is crucial
• Pick your targets carefully– Don’t underestimate effort
• Leverage best practices– “Steal with pride”
• Align process improvement with your business objectives– Improve your business
![Page 28: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/28.jpg)
The Model• Required: Statement of Goals
– a desirable end state; succinct– Example: Requirements are managed and inconsistencies with
plans and products are identified
• Expected: Statement of a Practice– the expected means of achieving a goal– every practice maps to exactly one goal– Example: Develop an understanding with the requirements
providers on the meaning of the requirements
• Informative: 10 types of information components identified (e.g. purpose, reference, typical work products)
![Page 29: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/29.jpg)
Goals of the capability levels
Level Goal
CL 0 No goal
CL 1 The process supports achievement of specific goals of the process area by transforming identifiable inputs to identifiable outputs
CL 2 The process is institutionalized as a managed process
CL 3 The process is institutionalized as a defined process
CL 4 The process is institutionalized as a quantitatively managed process
CL 5 The process is institutionalized as an optimizing process
![Page 30: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/30.jpg)
Level 3
• Defined: For each process area considered, each project in the organization will have a managed process (created under Level 2) that is tailored using standard guidelines.
![Page 31: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/31.jpg)
4 process categories
• Process Management
• Project Management
• Engineering
• Support
![Page 32: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/32.jpg)
4 process areas
• Process Management– Process Definition– Training
• Project Management
• Engineering
• Support
![Page 33: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/33.jpg)
4 process areas
• Process Management
• Project Management– Project Planning– Monitoring and Control– Risk Management
• Engineering
• Support
![Page 34: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/34.jpg)
4 process areas
• Process Management
• Project Management
• Engineering– Requirements Development and Management– V&V– Product Integration
• Support
![Page 35: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/35.jpg)
4 process areas
• Process Management
• Project Management
• Engineering
• Support– Configuration Management– Measurement and Analysis– Decision Analysis and Resolution
![Page 36: Process Improvement](https://reader036.fdocuments.in/reader036/viewer/2022062422/56813053550346895d9603a2/html5/thumbnails/36.jpg)
Summary: Process improvement
• May not be necessary for a given project
• May be neglected by some companies
• May be necessary for survival of
– companies
– employees