1 通信软件开发与管理 course od601 学时: 32 学分: 2 讲师:罗文彬. 2...
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通信软件开发与管理
Course OD601
学时: 32学分: 2讲师:罗文彬
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• Communication Overview
• System Architecture Overview
• Performance and Reliability
• Operation, Administration, & Maintenance
• Development Methodology
• ISO9000/TL9000 Overview
• CMMI Overview
• Project Management Overview
Class Subject
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Everyone realizes the importance of having a motivated, quality work force but...
• ...even our finest people can’t perform at their best when the process is not understood or operating “at its best.”
PEOPLE
PROCESSTECHNOLOGY
Quality Leverage Points
Major determinants of product cost, schedule, and quality
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Why Focus on Process? • Process provides a constructive, high-leverage focus...
– as opposed to a focus on people • Your work force, on the average, is as “good” as it is trained to be.• Working harder is not the answer.• Working smarter, through process, is the answer.
– as opposed to a focus on technology• Technology applied without a suitable roadmap will not result in
significant payoff.• Technology provides the most benefit in the context of an
appropriate process roadmap.
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Underlying Premise of Process Improvement
“The quality of a product is largely determined by the
quality of the process that is used to develop and
maintain it.”
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Process Improvement Benefits
• improved schedule and budget predictability
• improved cycle time
• increased productivity
• improved quality (as measured by defects)
• increased customer satisfaction
• improved employee morale
• increased return on investment
• decreased cost of quality
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What is CMMI?
• The Capability Maturity Model Integration (CMMI) is a collection of best practices from leading engineering companies.
• It can be used to assess the maturity level of the daily practice of an organization.
• It can be used as guidelines to improve the daily practice and maturity level of a given organization.
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CMMI Model Representations
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Maturity Levels• A maturity level is a well-defined evolutionary
plateau of process improvement.• There are five maturity levels.• Each level is a layer in the foundation for
continuous process improvement using a proven sequence of improvements, beginning with basic management practices and progressing through a predefined and proven path of successive levels.
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The Maturity Levels
1
2
3
4
5
Process unpredictable, poorly controlled, and reactive
Process characterized for projects and is often reactive
Process characterized for the organization and is proactive
Process measuredand controlled
Focus on continuous process improvement
Optimizing
QuantitativelyManaged
Defined
Initial
Managed
Optimizing
Defined
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Maturity Levels Should Not Be Skipped
• Each maturity level provides a necessary foundation for effective implementation of processes at the next level. – Higher level processes have less chance of
success without the discipline provided by lower levels.
• Higher maturity level processes may be performed by organizations at lower maturity levels, with the risk of not being consistently applied in a crisis.
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Capability Levels• A capability level is a well-defined evolutionary plateau
describing the organization’s capability relative to a process area.
• There are six capability levels.• For capability levels 1-5, there is an associated generic goal.• Each level is a layer in the foundation for continuous
process improvement.• Thus, capability levels are cumulative, i.e., a higher
capability level includes the attributes of the lower levels.
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The Capability Levels
5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
1 Performed
0 Incomplete
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Model Components
Generic Practices
Generic Goals
Process Area 2Process Area 1 Process Area n
Specific Goals
Specific PracticesCapability Levels
Generic Practices
Generic Goals
Process Area 2Process Area 1 Process Area n
Specific Goals
Specific PracticesCapability Levels
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Model Component
• Process Areas (PA)–Specific Goals (SG) Required
• Specific Practices (SP) Expected– Typical Work Products Informative– Sub-practices Informative– Notes Informative– Discipline Amplifications Informative– References Informative
–Generic Goals (GG) Required• Generic Practices (GP) Expected
– Generic Practice Elaborations Informative
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Specific Practices vs. Generic Practices
• Apply to a single process area• Describe activities that implement the process area• Example – Requirements Mgmt.
• SG 1 Manage RequirementsSP 1.1 Obtain an Understanding of RequirementsSP 1.2 Obtain Commitment to RequirementsSP 1.3 Manage Requirements ChangesSP 1.4 Maintain Bidirectional Traceability of RequirementsSP 1.5 Identify Inconsistencies between Project Work and Requirements
• Apply to all process areas• Describe activities that institutionalize
the process areas
• GG 2 Institutionalize a Managed Process
GP 2.1 Establish an Organizational PolicyGP 2.2 Plan the ProcessGP 2.3 Provide ResourcesGP 2.4 Assign ResponsibilityGP 2.5 Train PeopleGP 2.6 Manage ConfigurationsGP 2.7 Identify and Involve Relevant
StakeholdersGP 2.8 Monitor and Control the ProcessGP 2.9 Objectively Evaluate AdherenceGP 2.10 Review Status with Higher Level
Management
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Staged Representation:Process Areas by Maturity Level
Organizational Innovation and DeploymentCausal Analysis and Resolution5 Optimizing
4 Quantitatively Managed
3 Defined
2 Managed
Continuous process improvement
Quantitativemanagement
Processstandardization
Basicprojectmanagement
Organizational Process PerformanceQuantitative Project Management
Requirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidationOrganizational Process FocusOrganizational Process DefinitionOrganizational Training Integrated Project ManagementIntegrated Supplier ManagementRisk ManagementDecision Analysis and ResolutionOrganizational Environment for IntegrationIntegrated Teaming
Requirements Management Project PlanningProject Monitoring and ControlSupplier Agreement ManagementMeasurement and AnalysisProcess and Product Quality AssuranceConfiguration Management
1 Initial
Process AreasLevel Focus
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Requirements ManagementRequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation
Engineering
ProjectManagement
Project PlanningProject Monitoring and ControlSupplier Agreement ManagementIntegrated Project Management(IPPD)Integrated Supplier Management (SS)Integrated Teaming (IPPD)Risk ManagementQuantitative Project Management
Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment
ProcessManagement
Configuration ManagementProcess and Product Quality AssuranceMeasurement and AnalysisCausal Analysis and ResolutionDecision Analysis and ResolutionOrganizational Environment for Integration (IPPD)
Support
Continuous Representation: Organization of Process Areas
Category Process Area
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Process Area Capability Profile
A process area capability profile may be represented by a set of points in two dimensions.– the process dimension
• “What” you do
– the capability dimension
• “How well” you do it
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P r o c e s s A r e a
RM PP PMC etc
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4
3
2
1
0
C a
p a
b i
l i t
y
An Example Process Area Capability Profile
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Project Management Process Area
1. Project Planning 2. Project Monitoring and Control 3. Integrated Project Management 4. Risk Management 5. Supplier Agreement Management6. Quantitative Project Management7. Integrated Supplier Management 8. Integrated Teaming
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Specific Practices (CL1 - “Base Practices”)
SP1.1-1: Estimate the Scope of the ProjectSP1.2-1: Establish Estimates of Work
Product and Task AttributesSP1.3-1: Define Project Life CycleSP1.4-1: Determine Estimates of Effort and
CostSP2.1-1: Establish Budget and ScheduleSP2.2-1: Identify Project RisksSP2.3-1: Plan for Data ManagementSP2.4-1: Plan for Project ResourcesSP2.5-1: Plan for Needed Knowledge and
SkillsSP2.6-1: Plan Stakeholder InvolvementSP2.7-1: Establish the Project PlanSP3.1-1: Review Plans that Affect the
ProjectSP3.2-1: Reconcile Work and Resource
LevelsSP3.3-1: Obtain Plan Commitment
PP - Capability Level 1Project Planning
Generic Practices (CL1))
GP1.1: Perform Base Practices
If all of the base practices are performed,
Then, the associated Specific Goals and Generic Goal 1 are satisfied,
So, the Process Area is rated at Capability Level 1 (CL1) - Performed.
If all of the base practices are performed,
Then, the associated Specific Goals and Generic Goal 1 are satisfied,
So, the Process Area is rated at Capability Level 1 (CL1) - Performed.
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Building Process Capability
PerformedProcess
PerformedProcess
Level 2Practices
ManagedProcess
ManagedProcess
Level 3Practices
DefinedProcess
DefinedProcess
Level 4Practices
QuantitativelyManagedProcess
QuantitativelyManagedProcess
Level 5Practices
OptimizingProcess
OptimizingProcess
Cap
ability
Level 1Practices
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Support Process Areas
1. Configuration Management
2. Process and Product Quality Assurance
3. Measurement and Analysis
4. Causal Analysis and Resolution
5. Decision Analysis and Resolution
6. Organizational Environment for Integration
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Engineering Process Areas
1. Requirements Management
2. Requirements Development
3. Technical Solution
4. Product Integration
5. Verification
6. Validation
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Process Management Areas
1. Organizational Process Focus
2. Organizational Process Definition
3. Organizational Training
4. Organizational Process Performance
5. Organizational Innovation and Deployment
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SCAMPIStandard CMMI Assessment Method for Process
Improvement
• Measures an organization’s processes using CMMI model
• Uses a formalized appraisal process
• Three appraisal Classes: A,B and C– Institutionalization (SCAMPI A)– Deployment (SCAMPI B)– Approach (SCAMPI C)
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Success Stories – 1Thales Research and Technology
• CMM Level 1 to Level 3 in 4 years
• Number of defects during customer acceptance divided by 20
• Average cost variance reduced by %20
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Success Stories – 2Boeing, Australia
• CMMI Level 5
• 60 percent reduction in work and fewer outstanding actions following pre-test and post-test audits
• 50 percent reduction in release turn around time
• 33 percent decrease in the average cost to fix a defect