Process Improvement

It is not necessary to change. Survival is not

mandatory.
W. Edwards Deming

Both change and stability are fundamental to

process improvement.
Dennis Ahern

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.

Basic Model of Improvement

Observe some difficulty

Collect some data
Identify the root causes (hypothesis)
Develop reasonable solutions (test)
Plan and implement the changes

Process Improvement Doesnt

Just Happen
many models and buzzwords
SEI
ISO 9000
CQI
test process improvement
PSP
CMM
Plan-Do-Check-Act
QIP

Emphasis
high-quality software
finite amount of resources
cost-effective manner

Two Observables
Cost:
Main cost in software is time. (Why?)
Quality:
correctness
reliability
robustness
user friendliness
verifiability
maintainability
safety

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

Capability Maturity Model

(CMM) for Software

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

5 Stages of CMM for Software

Level 1: Initial
Level 2: Repeatable
Level 3: Defined
Level 4: Managed
Level 5: Optimizing

Optimizing
Managed
Defined
Repeatable
Initia

SEI
Capability Maturity Model
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Optimizing
Major improvements
in quality and quantity

Managed
Substantial quality improvements
Comprehensive measurements

Defined
Achieved foundation for major and
continuing progress

Repeatable
Achieved a stable process with a repeatable
level of statistical control

Initial
Ad hoc
No process in place

Level

Focus

Initial

Heroics

Repeatable Basic project management

Defined

Process standardization

Managed

Quantitative management

Optimizing Continuous process Improvement

CMM Maturity Level 1: Initial

Characteristics
To get to next level
No sound SE management
Initiate project
principles in place
management
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

Elements of Basic Project

Management

Software Configuration Management

Software Quality Assurance
Software Acquisition Management
Software Project Control
Software Project Planning
Software Requirements Management

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

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

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

Quantitative Management
Statistical process management
quantify quality and cost parameters

Process database to maintain process data

Assess relative quality of each product

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

CMM Maturity Level 5: Optimizing

Characteristics
To maintain level
Statistical quality and
Continue improvement
process control techniques
and optimization of the
are used and guide the
process
organization
Process has positive
feedback loop

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 products quality
suggest further improvement

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.

Process Improvement Framework Quagmire

CMMI: CMM Integrated

Reduce Cost:

eliminate inconsistencies between processes

Reduce duplication
Provide common terminology and style
Increase clarity

CMMI Principles
Maintain executive support
Strong consistent support is crucial

Pick your targets carefully

Dont underestimate effort

Leverage best practices

Steal with pride

Align process improvement with your

business objectives
Improve your business

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)

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

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.

4 process categories

Process Management
Project Management
Engineering
Support

4 process areas
Process Management
Process Definition
Training

Project Management
Engineering
Support

4 process areas
Process Management
Project Management
Project Planning
Monitoring and Control
Risk Management

Engineering
Support

4 process areas
Process Management
Project Management
Engineering
Requirements Development and Management
V&V
Product Integration

Support

4 process areas

Process Management
Project Management
Engineering
Support
Configuration Management
Measurement and Analysis
Decision Analysis and Resolution

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