reifegrad-bewertungen von softwareprozessenitq.ch/pdf/spi_rational_0502031.pdfspice usergroup...

1 Qualität & InformatikQualität & InformatikDr. E. Wallmüller

Reifegrad-Bewertungenvon Software-

Prozessen

Copyright © Dr. Ernest Wallmüller

QUALITÄT & INFORMATIK

Zürich, München

www.itq.ch

People

Process Technologyand Methods

Qualität

Produktivität

Process flow Remarks Role Documents, data, tools←←←← input, →→→→ output

Important:Involve as many PZU as possibleUse appropriate templates for the processdocumentation

PZO ← approved design concept← revised process architecture← process description template

Intention, applicability, exclusions, majorinterfaces, assumptions, dependencies,basic requirements, limitations, risks,timing and reporting of the process

PZO → process purpose and scope.→ interfaces to other processes

PZO → process overview

Include the definition and documentationof related activities, guidelines, standards,checklists, forms etc.

PZO → process details→ supporting documentation

PZO → process roles

This activity may be completed during theimplementation

PZO → process metrics

PRM review of the process and the relateddocumentation for compliance to theappropriate templates and standards incl.harmonization of terms and roles.Evaluation of the impact of the new(changed) process on the organization

PRM → (standardized) process description→ impact on organization

SOB review of (standardized) processdescription incl. related doc, related tools,defined interfaces, defined processmetrics and related procedures, harmonyof the processes and activities oralternative sequencesDecision if the designed process may bereleased for the implementation

SOB ← process description→ reviewed process description→ decision from SOB

Release of the designed process for theimplementation phase by the PZO & PRM(and other, if required; to be defined by thePZO)

APP → approval from the PZO & PRM→ pre-released process doc.

Define purposeand scope

Define processoverview

Review

End

yes

Define processdetails

Pre-review

Define roles

no

Define metrics

Start

Release


Ziele

- Grundlagen der Prozessreifebewertung und Prozessverbesserung (SPI) verstehen

- Modelle näher kennen lernen

- Nutzen von SPI einschätzen können


Typische IT- und Software Prozesse

Capability ::= Organization’s

ability to manage processes

and control cost, quality and

schedule.

Depends on best practices.

Maturity ::= Level or degree

of control over cost, quality

and schedule.

From ad hoc to optimizing.


Environment

Business Modeling

Implementation

Test

Analysis & Design

Preliminary Iteration(s)

Iter.#1

Iter.#2

Iter.#n

Iter.#n+1

Iter.#n+2

Iter.#m

Iter.#m+1

Deployment

Configuration Management

Requirements

Elaboration TransitionInception Construction

Project Management

RUP (Rational Unified Process)


Was verstehen wir unter Prozessverbesserung?

Definieren- Dokumentieren- Schulen- Institutionalisieren

Ändern- Anpassen- Schwächen eliminieren- Automatisieren

Verwenden- leben- Messen- Bewerten- Beurteilen- Lenken


The Purpose of ISO 12207

Establish a common framework for software life-cycle processes, withwell-defined terminology that can be referenced by the softwareindustry.

• To acquire, supply, develop, operate, and maintain softwareproducts

• To define, control, and improve software life cycle processes

12207 provides industry a basis for software practices usable for both national and international business


ISO 12207 Software Life Cycle Process

PrimaryLife Cycle Processes

SupportingLife Cycle Processes

Organizational Life Cycle Processes

Acquisition

Supply

Operation

Maintenance

Development

Documentation

Configuration Management

Quality Assurance

Verification

Validation

Joint Review

Audit

Problem Resolution

Management

Improvement

Infrastructure

Training


Prozess-Reifegradbestimmung ...

- als Standortbestimmung (Assessment)

- um Verbesserungen zu initiieren

- um KVP zu betreiben


ProcessAssessment

CapabilityDetermination

ProcessImprovement

identifiessuitability of

leadsto

identifieschanges to

leadsto

issubjected

to

Kontinuierliche Verbesserung (KVP) ...

may lead to

ProcessProcess

Definitionleads

to

alle 2 Jahre!

laufend! bei Bedarf z.B. Ausschreibung!


Die Prozessherausfoderung (1991)


Die CMM Reifegrade

Ziel


CMM Architecture

Ziel


Examples of CMM Level OrganisationsSource: The SEI's Compiled List of Published Maturity Levels: 28.02.2000

� Level 2

� Oerlikon Aerospace

� United Airlines

� Level 3

� Andersen Consulting Utilities Solutions Center

� Texas Instruments Defense Systems and Electronics Group

� Level 4

� Citibank

� CSC Integrated Systems Division

� Level 5

� Boeing Defense & Space Group

� IBM Federal Systems Company (Aerospace SW)

� Motorola India


Progression of CMM and ISO 15504 / SPICE

1991 1992 1993 1994 1995 1996 1997 1998 1999 2000

CMMV1.0

CMMV1.1

ImproveIT

SC7 StudyReport

CMMV2.0C

PDTR

DTR TR

CMMIV1.0

SPICEProduct

Baseline 1.0


Entstehung von CMMI


Staged

ML 1

ML2

ML3

ML4

ML5

. . .for an established set of process areas across anorganization

Continuous

. . .for a single process areaor a set of process areas

PA PA

Pro

cess

Are

aC

apab

ility

0

1

2

3

4

5

PA

CMMIModel Representations


�Development of an International Standard onSoftware Process Assessment (ISO 15504)

�The SPICE project created to:�ensure fast development route

�solicit opinions and input of world experts

�carry out early trials

�provide early feedback

�create awareness of the new standard

�SPICE - Software Process Improvement andCapability dEtermination

What is SPICE?


ISO TR 15504 documentation

Part 6Guide to qualification

of assessors

Part 4Guide to performing

assessments

Part 8Guide for use in

determining supplier process capability

Part 2A reference model for

processes and process capability

Part 5An assessment model and indicator guidance

Part 3Performing an

assessment

Part 7Guide for use in

process improvement

Part 9Vocabulary

Part 1Concepts and

introductory guide

informative

normative


P1 P2 P3 .......... Pn

CL5CL4CL3CL2CL1CL0

CUSTOMER-SUPPLIER

ENGINEERING

MANAGEMENT

ORGANISATION

SUPPORT

PROCESS DIMENSIONFor development andsupport of software

5

4

3

2

1

0

CAPABILITY DIMENSIONHow well they areimplemented andmanaged?

ISO 15504 Reference Model


SPICE Architecture

CL Attributes


Process ChangeContinuousImprovement

Process ControlProcessMeasurement

Process ResourceProcess Definition

Performance ManagementWork Product Management

Process Performance

Optimizing

Predictable

Established

Managed

Performed

Incomplete

Capability Dimension


Engineering Processes

�ENG.1 Development�ENG.1.1 System requirements analysis and design

�ENG.1.2 Software requirements analysis

�ENG.1.3 Software design

�ENG.1.4 Software construction

�ENG.1.5 Software integration

�ENG.1.6 Software testing

�ENG.1.7 System integration and testing

�ENG.2 System and software maintenance


Not Partially Largely Fully

0 15 50 85 10016 51 86

There is littleor noevidence ofachievementof thedefinedattribute

Sound systematicapproach to andachievement ofthe definedattribute. Someaspects ofachievement maybe unpredictable.

Sound systematicapproach to andsignificantachievement of thedefined attribute.Performance of theprocess may vary insome areas.

Complete andsystematicapproach to andfull achievementof the definedattribute. Nosignificantweaknessesexist.

Attribute rating (SPICE)

�Each attribute is rating is against the followingrating scale.


Beispiel: Die Lücken

Prozess CL 1 CL 2 CL 3 CL 4 CL 5

CUS.1 BeschaffungCUS.2 LieferungCUS.3 AnforderungserhebungENG.1.1 Systemanforderungsanalyse und -EntwurfENG.1.2 Software-AnforderungsanalyseENG.1.3 Software-EntwurfENG.1.4 Software-ErstellungENG.1.5 Software-IntegrationENG.1.6 Software-TestENG.1.7 Systemintegration und -TestENG.2 System- und Software-InstandhaltungSUP.1 DokumentationSUP.2 KonfigurationsverwaltungSUP.3 QualitätssicherungSUP.4 VerifikationSUP.5 ValidierungMAN.2 Projekt-ManagementMAN.3 Qualitäts-ManagementMAN.4 Risiko-ManagementORG.1 Organisatorische AusrichtungORG.2.1 ProzessgestaltungORG.2.2 ProzessbewertungORG.3 Personalverwaltung

?2-31-2111-211-20-11-210-1?0-110110???3

Current Level


Capability Level Profile

0

1

2

3

4

5

ENG.2 ENG.3 ENG.4 ENG.5 ENG.7


SPICE - Process Improvement Steps

Examineorganisation's

needs

Initiateprocess

improvement

Performprocess

assessment

Deriveactionplan

Implementimprovement

Confirm theimprovement

Sustainimprovement

gainMonitorperformance


Prozessverbesserung - Zusammenhänge

Ziele

Assessment

Aktionsplan

WirksameÄnderungen

Rückkopplung• Projekt- Ergebnisse• Metriken• Ursachenanalysen

WirksameVerbesserung ...... evaluiert Ergebnisse... zieht Schlüsse daraus... Zielorientierung


Context of standardised Process Assessment

Output

ProcessAssessment

- Purpose- Scope- Constraints- Responsibilities- Extended Processes

Input

- Process Profile- Assessment Records

Process PurposeProcess Attributes

Reference andAssessment Model


Assessment stages

� Definition of assessment input

� sponsor identification

� purpose of assessment / business objectives

� assessment scope

� constraints

� Planning� activities, resources, schedule, responsibilities, ...

� Collecting and verifying information

� Determining and validating ratings for processes

� Reporting / Presenting assessment results


Prozessbewertungs- und -verbesserungsansätze

• SEI-CMM/CMMI

• BOOTSTRAP

• ISO 15504 (SPICE)

• ISO 9001: 2000

Die wichtigsten Beispiele:


Entwicklung eines Prozesssystems

Reifegrad Spitzen-leistung

Zeit

EFQM Assessment

Bescheinigung

Bescheinigung

Zertifi-zierung

ISO 9001:2000

Audit

CMMI-, SPICE-

Assessment

z.B. QS-9000 in derAutomobil-Industrie


Kosten - Nutzen?

$

CHFEuro


Ist Prozessverbesserung eine gute Investition?

(


Aufwand und Nutzen von Assessments

• Hughes Aircraft (IEEE Software, July 1991)

1987: Level 2 => Nach Assessment Verbesserung auf Level 3 (1990)Kosten des Assessments: 45.000 US $

Verursachte jährliche Einsparung: ca. 2.000.000 US $

• Raytheon (IEEE Software, July 1993)

Prozessverbesserung von Level 1 (Anfang 1988) auf Level 3 (Ende 1991)Return of Investment-Faktor: 7,7Doppelte Produktivität


Nutzen für eine schweizer Bank

Business Case

Die Bank in Zürich führt pro Jahr Projekte um 200 Mio Fr. durchdavon Rework 20% (40 Mio. Fr. Annahme)

16 % Verbesserungen des Reworks durch CMM Level 2 .... 6.4 Mio. Fr.28 % Verbesserungen des Reworks durch CMM Level 3 ....11.2 Mio. Fr.


Software Process - WEB ReferencesQualität & Informatik www.itq.ch

Bootstrap Institut www.bootstrap-institute.com/

N.B. SPIN www.nbspin.org/main.html

Software Engineering Institute-CMMI www.sei.cmu.edu/cmmi/

Software Productivity Consortium www.software.org

A Software Process Bibliography www.sei.cmu.edu

Kneuper Ralph - Qualitätsmanagementund Vorgehensmodelle www.kneuper.de

Process Improvement Associates www.processimprovement.com

Process Inc. www.processInc.com

Process Professional www.processprof.com

SPICE Australien www-sqi.cit.gu.edu.au

SPICE Usergroup http://seg.iit.nrc.ca/spice/home.mv

Tantara Inc. - Links www.tantara.ab.ca

Wiegers Karl - Process Impact www.processimpact.com

Brad Appleton's Software Process Links www.enteract.com


Literatur� Brogli M.: Steigerung der Performance von Informatikprozessen,

vieweg, 1996

� Caputo Kim: CMM Implementation Guide, Addison-Wesley, 1998

� EC: The SPIRE Handbook, Better Faster Cheaper - SoftwareDevelopment in Small Organisation, 1998

� R. B. Grady: Succesful Software Process Improvement, Prentice-Hall,1997

� Humphrey: Managing the Software Process, Addison-Wesley, 1989

� R. Kneuper: CMMI, dpunkt.verlag, 2003

� Pankaj Jalote: CMM in Practice, Addison-Wesley, 2000

� Potter N., Sakry M.: Making Process Improvement Work, Addison-Wesley, 2002

� Wallmüller E.: Software-Qualitätsmanagement in der Praxis, Hanser,2001

� Zahran S.: Software Process Improvement, Addison-Wesley, 1998