international journal of management, it & engineering (issn: …...

International Journal of Management, IT & Engineering

(ISSN: 2249-0558)

CONTENTS Sr.

No. TITLE & NAME OF THE AUTHOR (S) Page

No.

1 Role of Ontology in NLP Grammar Construction for Semantic based Search Implementation in Product Data

Management Systems.

Zeeshan Ahmed, Thomas Dandekar and Saman Majeed 1-40

2 Influence of Emotional Intelligence on Academic Self-Efficacy and Achievement.

Armin Mahmoudi 41-52

3 Role of Online Education in Indian Rural Area.

Prof. Bhavna Kabra, Prof. Swati Sood and Prof. Nilesh Maheshwari 53-64

4 Partitioning of Special Circuits.

Bichitra Kalita 65-77

5 Modern Practices For Effective Software Development Process In Project Management.

S. Mohamed Saleem, R. Selvakumar and C. Suresh Kumar 78-109

6 A Framework for IC-Technology enabled Supply Chains.

Dr. V. Krishna Mohan and G Bhaskar N Rao 110-132

7 The Problem Of Outliers In Clustering.

Prof. Thatimakula Sudha and Swapna Sree Reddy.Obili 133-160

8 A Comparative Study Of Different Wavelet Function Based Image Compression Techniques For Artificial And

Natural Images.

Nikkoo N. Khalsa and Dr. Vijay T. Ingole 161-176

9 Accession of Cyber crimes against Our Safety Measures.

Sombir Singh Sheoran 177-191

10 The Problem Of High Dimensionality With Low Density In Clustering. Prof. T. Sudha and Swapna Sree Reddy. Obili

192-216

11 A study on role of transformational leadership behaviors across cultures in effectively solving the issues in

Mergers and Acquisitions.

Prabu Christopher and Dr. Bhanu Sree Reddy 217-233

12 ISDLCM: An Improved Software Development Life Cycle Model.

Sachin Gupta and Chander Pal 234-245

13 Strategic Analysis of an MFI (Microfinance Institution): A Case Study.

Sunildro l.s. akoijam 246-262

14 Applying E-Supply Chain Management Using Internal And External Agent System. Dr. J. Venkatesh and Mr. D. Sathish kumar

263-274

15 Video Shot Boundary Detection. P. Swati Sowjanya and Mr. Ravi Mishra

275-295

16 Key Performance Metrics for IT Projects.

Dr. S. K. Sudarsanam 296-316

17 “M-Learning” - A Buzzword in Computer Technology.

Pooja Grover, Rekha Garhwal and Ajaydeep 317-341

18 Survey on Software Process Improvement and Improvement Models.

Sachin Gupta and Ankit Aggarwal 342-357

19 Integration of Artificial Neural Network and GIS for Environment Management.

Prof. N. S. Goje and Dr. U. A. Lanjewar 358-371

IJMIE Volume 2, Issue 2 ISSN: 2249-0558 __________________________________________________________

A Monthly Double-Blind Peer Reviewed Refereed Open Access International e-Journal - Included in the International Serial Directories Indexed & Listed at: Ulrich's Periodicals Directory ©, U.S.A., Open J-Gage as well as in Cabell’s Directories of Publishing Opportunities, U.S.A.

International Journal of Management, IT and Engineering http://www.ijmra.us

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February 2012

Chief Patron Dr. JOSE G. VARGAS-HERNANDEZ

Member of the National System of Researchers, Mexico

Research professor at University Center of Economic and Managerial Sciences,

University of Guadalajara

Director of Mass Media at Ayuntamiento de Cd. Guzman

Ex. director of Centro de Capacitacion y Adiestramiento

Patron Dr. Mohammad Reza Noruzi

PhD: Public Administration, Public Sector Policy Making Management,

Tarbiat Modarres University, Tehran, Iran

Faculty of Economics and Management, Tarbiat Modarres University, Tehran, Iran

Young Researchers' Club Member, Islamic Azad University, Bonab, Iran

Chief Advisors Dr. NAGENDRA. S. Senior Asst. Professor,

Department of MBA, Mangalore Institute of Technology and Engineering, Moodabidri

Dr. SUNIL KUMAR MISHRA Associate Professor,

Dronacharya College of Engineering, Gurgaon, INDIA

Mr. GARRY TAN WEI HAN Lecturer and Chairperson (Centre for Business and Management),

Department of Marketing, University Tunku Abdul Rahman, MALAYSIA

MS. R. KAVITHA

Assistant Professor,

Aloysius Institute of Management and Information, Mangalore, INDIA

Dr. A. JUSTIN DIRAVIAM

Assistant Professor,

Dept. of Computer Science and Engineering, Sardar Raja College of Engineering,

Alangulam Tirunelveli, TAMIL NADU, INDIA




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February 2012

Editorial Board

Dr. CRAIG E. REESE Professor, School of Business, St. Thomas University, Miami Gardens

Dr. S. N. TAKALIKAR Principal, St. Johns Institute of Engineering, PALGHAR (M.S.)

Dr. RAMPRATAP SINGH Professor, Bangalore Institute of International Management, KARNATAKA

Dr. P. MALYADRI Principal, Government Degree College, Osmania University, TANDUR

Dr. Y. LOKESWARA CHOUDARY Asst. Professor Cum, SRM B-School, SRM University, CHENNAI

Prof. Dr. TEKI SURAYYA Professor, Adikavi Nannaya University, ANDHRA PRADESH, INDIA

Dr. T. DULABABU Principal, The Oxford College of Business Management, BANGALORE

Dr. A. ARUL LAWRENCE SELVAKUMAR Professor, Adhiparasakthi Engineering College, MELMARAVATHUR, TN

Dr. S. D. SURYAWANSHI

Lecturer, College of Engineering Pune, SHIVAJINAGAR

Dr. S. KALIYAMOORTHY Professor & Director, Alagappa Institute of Management, KARAIKUDI

Prof S. R. BADRINARAYAN

Sinhgad Institute for Management & Computer Applications, PUNE

Mr. GURSEL ILIPINAR ESADE Business School, Department of Marketing, SPAIN

Mr. ZEESHAN AHMED Software Research Eng, Department of Bioinformatics, GERMANY




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February 2012

Mr. SANJAY ASATI Dept of ME, M. Patel Institute of Engg. & Tech., GONDIA(M.S.)

Mr. G. Y. KUDALE N.M.D. College of Management and Research, GONDIA(M.S.)

Editorial Advisory Board

Dr. MANJIT DAS Assistant Professor, Deptt. of Economics, M.C.College, ASSAM

Dr. ROLI PRADHAN Maulana Azad National Institute of Technology, BHOPAL

Dr. N. KAVITHA Assistant Professor, Department of Management, Mekelle University, ETHIOPIA

Prof C. M. MARAN Assistant Professor (Senior), VIT Business School, TAMIL NADU

Dr. RAJIV KHOSLA Associate Professor and Head, Chandigarh Business School, MOHALI

Dr. S. K. SINGH Asst. Professor, R. D. Foundation Group of Institutions, MODINAGAR

Dr. (Mrs.) MANISHA N. PALIWAL Associate Professor, Sinhgad Institute of Management, PUNE

Dr. (Mrs.) ARCHANA ARJUN GHATULE Director, SPSPM, SKN Sinhgad Business School, MAHARASHTRA

Dr. NEELAM RANI DHANDA Associate Professor, Department of Commerce, kuk, HARYANA

Dr. FARAH NAAZ GAURI Associate Professor, Department of Commerce, Dr. Babasaheb Ambedkar Marathwada

University, AURANGABAD




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February 2012

Prof. Dr. BADAR ALAM IQBAL Associate Professor, Department of Commerce, Aligarh Muslim University, UP

Dr. CH. JAYASANKARAPRASAD Assistant Professor, Dept. of Business Management, Krishna University, A. P., INDIA

Technical Advisors Mr. Vishal Verma

Lecturer, Department of Computer Science, Ambala, INDIA

Mr. Ankit Jain Department of Chemical Engineering, NIT Karnataka, Mangalore, INDIA

Associate Editors Dr. SANJAY J. BHAYANI

Associate Professor ,Department of Business Management, RAJKOT, INDIA

MOID UDDIN AHMAD Assistant Professor, Jaipuria Institute of Management, NOIDA

Dr. SUNEEL ARORA Assistant Professor, G D Goenka World Institute, Lancaster University, NEW DELHI

Mr. P. PRABHU Assistant Professor, Alagappa University, KARAIKUDI

Mr. MANISH KUMAR Assistant Professor, DBIT, Deptt. Of MBA, DEHRADUN

Mrs. BABITA VERMA Assistant Professor, Bhilai Institute Of Technology, DURG

Ms. MONIKA BHATNAGAR Assistant Professor, Technocrat Institute of Technology, BHOPAL

Ms. SUPRIYA RAHEJA Assistant Professor, CSE Department of ITM University, GURGAON




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February 2012

Survey on Software Process Improvement

and Improvement Models

Sachin Gupta

(M.Tech. S/W Engineering, 2011)

University Institute of Engineering & Technology,

KUK, Kurukshetra, India

Ankit Aggarwal

(M.Tech, CSE, 2012)

Haryana College of Tech. & Management,

Kaithal, India

Title

Author(s)




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February 2012

Abstract:

Software Process Improvement is common thinking in today’s era for any organizations’ overall

benefit. It starts when organization starts thinking about the change in working environment so

that performance and profit can be increased. The organizations need better process

improvement regularly. An improved or mature software process results into better quality

product. Hence, an organization can aim to have more profit and high quality products. A plenty

of process improvement models exists. Aim of this paper is to explore such models and their

working towards process improvement.

Keywords: Software process improvement, Improvement steps, Improvement models.

Introduction:

The principle objective of a mature software process is to produce quality products to meet

customers’ needs. Software Process Improvement is the name given to the identification of the

current state of the practice of information systems development within an organization and then

improving it. Software Process Improvement is an important activity which starts when an

organization plans to enhance the capabilities of its ongoing processes. One major characteristic

of process improvement is to emphasize the continuous improvement of products as well as of

organizational processes in terms of performance, stability, compatibility. [1, 19]

Process definition:

Software process is a set of activities that begin with the identification of a need and concludes

with the retirement of a product that satisfies the need or more completely as a set of activities,

methods, practices, and transformations that people use to develop and maintain software and its

associated products (e.g., project plans, design documents, code, test cases, user manuals) [2].




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February 2012

Software Process Improvement:

Software process improvement is a deliberate, planned methodology following standardized

documentation practices to capture on paper (and in practice) the activities, methods, practices,

and transformations that people use to develop and maintain software and the associated

products. As each activity, method, practice and transformation is documented, each is analyzed

against the standard of value added to the organization. [23]

Survey on Improvement & Improvement Models:

The various basic steps to improve software development process and some standard

improvement models are surveyed and explained as below.

Basic Steps for Process Improvement:

The opportunity for improvement to either operating or management processes can often be vast,

but must be focused. It is imperative that the number of process improvement activities

undertaken by an organization is matched by the organization’s ability to fund the activity and

implement the changes without harmful disruption to day-to-day delivery of its products and

services.

The six basic steps for Process Improvement are:

Process selection

Process understanding

Process performance

Process review

Process change

Capturing the change




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February 2012

The aim of Process Selection is to select a small and achievable number of processes, most

directly influencing the achievement of the organization’s goals and objectives, upon which to

undertake process improvement activity. It can consume from a few hours to weeks, be either

proactive, e.g. management initiative, or reactive, e.g., customer complaint, and involve one or

more people. The outcomes of the Process Selection step should be an agreed (i.e. enough)

number of processes to be reviewed, management approval to dedicate resource to the work and

agreed objectives for the work.

Next stage is Process Understanding (covering the scope of the process i.e. where it starts and

ends, what is included and excluded). In addition, the key sub-processes and accountabilities of

the process to the organization must be understood. These can be achieved by completing the

elements of a process - title, purpose, scope, inputs, outputs, controls and resources, and using

tools such as process mapping and decomposition. The conclusion of this step are a high level

process map, sub-process maps, a list of key accountabilities and lists of the major inputs,

outputs, controls and resources acting upon the processes and sub-processes.

Process Performance involves recording and detailing the historical performance of the process,

obtaining perceptual views of both current and historical performance from customers and

suppliers, defining the agreed required performance of the future improved

process, and agreeing how it will be measured, monitored and reviewed. Data must be gathered

and analyzed. This can be accomplished via several means, including observation, counting,

workshops, interviews, and questionnaires. The outcomes of Process Performance is an

understanding of the key metric data, the underlying capability of the process and customers,

suppliers and staff requirements for the future improved Process.

Process Review, the data and information that has been collected and analyzed is reviewed and

recommendations made for the improved process. Several tools, such as Cause and Effect,

Pareto and Force Field Analysis can be used in this step. The outcomes of Process Review

include the identification of either continuous improvement activity or a process re-design

project, plus the identification of any tactical “quick wins”. The business benefits and timescales

for realizing these must also be identified, together with process improvement resource

allocation, performance metrics and a monitoring and reporting mechanism.




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February 2012

Process Change translates the prioritized process improvement mandates into an integrated

programmed of continuous improvement or process re-designs activity. Detailed project plans

with milestones, objectives, performance measures and targets, benefits, roles and deliverables

must be developed, as well as a plan to manage the change and train all necessary personnel in

the new process. Once the previous five steps have been implemented it is essential that the

improvements that have been achieved are sustained.

In the final Capturing the Change step, the process improvements are integrated into the

business management system, ensuring the change is reviewed, managed and built upon.

Procedures should be written for the improved process, the changes, improvements and benefits

communicated to all stakeholders, any training conducted, and the process and procedures

regularly audited. [3, 4]

Standard Improvement Models:

The explosion of technological development has led organizations to adopt new technologies at

an increasing rate. The various models that are related to software process maturity are briefly

described.

(a) IDEAL model: The IDEAL model provides an effective approach to adopt improved

software engineering processes, methods, and tools. IDEAL provides a usable, understandable

approach to continuous improvement by outlining the steps necessary to establish a successful

improvement program. The goals of the IDEAL Model are to continuously improve the ability to

implement change. The model consists of five phases. Initiating, Diagnosing, Establishing,

Acting and Learning. Every phase has its own functionality. [5, 6]




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February 2012

Figure1. IDEAL Model [5]

(b) CMM: CMM is developed by software engineering institute (SEI) in 1987. CMM helps

organizations to select improvement strategies based on current process maturity status and to

identify critical issues in quality and process improvement. CMM consists of five maturity

levels: Initial, Repeatable, Defined, Manage, and Optimizing. Each level has been divided into

certain key process areas. For a company to achieve a certain maturity level it must fulfill all the

key process areas of the desired maturity level. [9, 10, 21]

Figure2. CMM Model [11]




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February 2012

(c) International Organization for Standardization (ISO): ISO is a standard of quality

management system. This organization gives some standard to the company. ISO is applicable

for both software and hardware product. ISO certification is necessary to improve the

organization. Standards ensure desirable characteristics of products and services such as quality.

Customer can know the profile of the company associated with the ISO standard. Once an

organization is certified with ISO, the ISO team audits this organization next every six months.

The ISO 9000 series consists of three standards: 1.ISO 9000:2000, Quality management systems,

Fundamentals and vocabulary 2. ISO 9001:2000 Quality management systems – Requirements

3.ISO 9004:2000 Quality management systems - Guidelines for performance improvements [14].

(d) Six Sigma: Six sigma strategies were developed by Motorola in the early 1990s [15]. Six

Sigma is based on statistical approach which does the improvement by historical data and by

calculation of mathematical formulas. Six Sigma is an effective and systematic quality

improvement approach to enhance the organization’s performance based on the adoption of

various statistical analytic techniques. The goal of the six sigma is to detect the defect and reduce

the defect. Six Sigma has six sigmas (i.e. stages) and reduces the defect step by step. Six Sigma

is usually related to the magic number of 3.4 defects per million opportunities. [16]

(e) Total Quality Management (TQM): TQM is a management philosophy, a paradigm, a

continuous improvement approach for doing business through a new management model. Total

Quality Management is an interlocking arrangement of procedures and practices that ensure that

all employees in every department are adequately trained and directed to continuously implement

aligned improvements in quality, service, and total cost such that customer expectations are met

or exceeded. TQM looks for a continuous improvement. TQM is made by the combination of

three alphabetical letters. These letters are the following:

Total- involving the entire organization, supply chain, or product life cycle.

Quality- the literal definition of quality




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February 2012

Management- the system of managing with steps like plan, organization, control etc. The four

basic concepts which we discuss in TQM are Total Customer Satisfaction, Teamwork,

Employee Empowerment, and Continuous Improvement. [17, 18, 20]

(f) SPICE Model: SPICE stands for Software Process Improvement and Capability

determination. Process improvement has the objective of changing or optimizing processes for

greater effectiveness to achieve gains in product quality and productivity. Capability

determination however is concerned with assessing an organization or project in order to

determine risks to the successful outcome of a contract, development or service delivery. The

capability levels defined within SPICE are:

Incomplete Process (The process is not implemented, or fails to achieve its defined process

outcomes), Performed Process (The implemented process achieves is defined process

outcomes), Managed Process (The previously defined performed process now delivers work

products that fulfill expressed quality requirements within defined timescales and resource

needs), Established Process (The previously defined managed process are performs using a

defined process that is based upon good software engineering principles and is capable of

achieving its defined process outcomes), Predictable Process (The previously defined

established process now performs consistently within defined limits to achieve its defined

process outcomes), Optimizing Process (The previously defined predictable process now

dynamically changes and adapts to effectively meet current future business goals). [7, 8]

(g) BOOTSTRAP Methodology: BOOTSTRAP methodology can be applied to small and

medium size software companies or software departments within a large organization. A new

release (Release 3.0) of the BOOTSTRAP methodology has been developed to assure

conformance with the emerging ISO standard for software process assessment and improvement

[12].

The BOOTSTRAP methodology has the following objectives:-

To provide support for the evaluation of process capability against a set of recognized

software engineering best practices.




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February 2012

To include internationally recognized software engineering standards as sources for

identification of best practices.

To identify, in the assessed organization, process strengths and weaknesses.

To support improvement planning with suitable and reliable results.

To support the achievement of the organization’s goals by planning improvement actions

[13].

The BOOTSTRAP process model defines processes and capability levels. Process Capability is

measured based on the following capability levels:

Level 0: Incomplete Process

Level 1: Performed Process

Level 2: Managed Process

Level 3: Established Process

Level 4: Predictable Process

Level 5: Optimizing Process

Conclusion:

The work in this paper describes the common ways to improve the software development process

and some existing standard improvement models also. These models provide the steps of

software process improvement by using their specified steps. The paper is based on survey of

existing improvement methods and models so that to get understand the concepts of

improvement and its procedures.

Future Work:

A new model in the future can be implemented which can provide better results than these

existing models for process improvement. A model which can reduce risks and provide more




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February 2012

quality in terms of user satisfaction, time, cost, etc. Implementation of new improvement model

is based on depth of the survey of these existing improvement models.

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February 2012

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