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

5

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