SE 470Software Development Processes

James Nowotarski

12 May 2003

Course Map

Overview. Introduction. History

Content. Rational Unified Process. Extreme Programming

Implementation. Tools, Training, Roles. CMM, Metrics. Selection & Evaluation

Briefings (Term Papers)

1 2 3 4 6 7 8 9 10 115

Assignments

Quizzes

Week

Mem

ori

al D

ay

• Understand the basics of the Capability Maturity Model (CMM)

• Discuss term papers

Today’s Objectives

Topic Duration

• Housekeeping 15 minutes

• CMM Overview 45 minutes

• *** Break 10 minutes

• CMM Activity 45 minutes

• CMM Wrapup 45 minutes

• Assignment 6 Reports 15 minutes

• Term Paper Discussions 20 minutes

Today’s agenda

Topic Duration

• Housekeeping 15 minutes

• CMM Overview 45 minutes

• *** Break 10 minutes

• CMM Activity 45 minutes

• CMM Wrapup 45 minutes

• Assignment 6 Reports 15 minutes

• Term Paper Discussions 20 minutes

Today’s agenda

Topic Duration

• Housekeeping 15 minutes

• CMM Overview 45 minutes

• *** Break 10 minutes

• CMM Activity 45 minutes

• CMM Wrapup 45 minutes

• Assignment 6 Reports 15 minutes

• Term Paper Discussions 20 minutes

Today’s agenda

What is CMM

• CMM = Capability Maturity Model• Developed in1991 by Software Engineering Institute

(SEI) to assess the software engineering capability of government contractors

• A framework for software process improvement (SPI) that has gained wide acceptance in the industry

• A roadmap of effective practices that build on one another in a logical progression– coherent– ordered set of incremental improvements

Overview

What is CMM

• Practical• Structured• Proven• Reputation• Quantitative

– productivity: 9-67%– time to market: 15-23%– post-release defects: 10-94%– business value ratio: 4.0-8.8:1

Benefits

What is CMM

• Different capability maturity models– Software CMM– People CMM– Systems Engineering CMM– Software Acquisition CMM– Integrated Product Development CMM– Team Software Process– Personal Software Process

Overview

What is SEI

• SEI = Software Engineering Institute– Federally funded research & development center– Sponsored by Department of Defense– Affiliated with Carnegie Mellon University in Pittsburgh– Established in 1984– Research and publications oriented– Mission is to improve the state of the practice of

software engineering

Overview

CMM Levels

Repeatable(2)

Repeatable(2)

Defined(3)

Defined(3)

Managed(4)

Managed(4)

Optimized(5)

Optimized(5)

Initial(1)

Key process areas (KPAs)

Maturity levels

Process capability

Indicate

Key process areas

Contain

Key practices

Contain

Goals

Achieve

Key Process Areas

• Key Process Areas– Identify the issues that must be addressed to achieve a maturity level

• Key Practice– Activities and infrastructure that contribute the most to the effective implementation of the KPA

Key process areas (KPAs)

Level 2: Repeatable

Disciplined process

Process capability

Software project planning

Key Process Area

Estimates for the size of software products are

derived accordingto a documented

procedure

Key Practice

A plan is developed thatappropriately and realistically covers

the software activities and commitments

Goal

Maturity level

CMM Appraisal Method

TeamSelection

ResponseAnalysis

On-site visit

Interviews &documentreviews

Findingsbased on the CMM

1

MaturityQuestionnaire

23

4 5

KPAProfile

6

Appraisal Methods

• Software Process Assessments (SPA)– Performed in open, collaborative environment– Focuses on improving the organization’s software

process– Now called CMM-Based Appraisal for Internal Process

Improvement (CBA-IPI)• Software Capability Evaluations (SCE)

– Performed in a more audit-oriented environment– Focuses on identifying risks associated with a

contractor– Team’s recommendation will help select contractors or

set fees

Level 1: Initial

• Instability• Dependence on “heroes”• Inability to meet targets• Key process areas:

– none

Level 2: Repeatable

• Track project results, which form basis for future project plans• Basic processes in place for:

– requirements management– supplier management– standards

• Key process areas– requirements management– software project planning– software project tracking and oversight– software subcontract management– software quality assurance– software configuration management

Level 3: Defined

• Software engineering and management processes are defined• Software engineering process group (SEPG) exists• Organization-wide training• Key process areas:

– organizational process focus– organizational process definition– training program– integrated software management (i.e., tailoring)– software product engineering– intergroup coordination– peer reviews

Level 4: Managed

• Stable and measured processes• Measurements are captured across the organization

– productivity– quality

• Processes are predictable• Key process areas:

– quantitative process management– software quality management

Level 5: Optimizing

• Continuous process improvement• Defect prevention

– productivity– quality

• Processes are predictable• Key process areas:

– process change management– technology change management– defect prevention

As maturity increases

• Less prone to miss targets• Less variation around the target goals• Better, faster, cheaper development

Topic Duration

• Housekeeping 15 minutes

• CMM Overview 45 minutes

• *** Break 10 minutes

• CMM Activity 45 minutes

• CMM Wrapup 45 minutes

• Assignment 6 Reports 15 minutes

• Term Paper Discussions 20 minutes

Today’s agenda

Class Activity

• Summarize and explain to the rest of the class:– Maturity levels 2-5 – The 18 key process areas

Topic Duration

• Housekeeping 15 minutes

• CMM Overview 45 minutes

• *** Break 10 minutes

• CMM Activity 45 minutes

• CMM Wrapup 45 minutes

• Assignment 6 Reports 15 minutes

• Term Paper Discussions 20 minutes

Today’s agenda

CMM and ISO 9001

• Both share a common concern with quality and process management

• Some issues in ISO 9001 are not covered in the CMM and vice-versa

• While the CMM focuses on continuous improvement, ISO 9001 addresses the minimum criteria for an acceptable quality system

• Roughly speaking, an organization at CMM Level 2 should satisfy ISO 9001

CMM Issues in the Real-World

• “Level envy”• Areas not addressed

– Business strategy and linkage to IT– Operations, help desk, support– Management of the IT human resource– Application portfolio– Tools

• Many question whether it is worth the effort to pursue levels 4 and 5

CMM Maturity Profile

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0%

Initial

19.3%

Repeatable

43.2%

Defined

23.4%

Managed

7.3%

Optimized

6.8%

% o

f O

rga

niz

ati

on

s

August 2002

Based on assessments from 1998-2002 of 1124 organizations

USA and Offshore Profiles

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

0%

Initial

23.3%

Repeatable Defined Managed Optimized

% o

f O

rga

niz

ati

on

s

August 2002

Based on 645 U.S. organizations and 479 offshore organizations

14.0%

47.4%

37.6%

22.0%

25.3%

5.3%

10.0%

2.0%

13.2%

USA Offshore

Time to Move Up100%

0%

75%

50%

25%

1 to 2

23 22

2 to 3

28

3 to 4

17

4 to 5

Largest observed value thatis not an outlier

75th percentile

Median (50th percentile)25th percentileSmallest observed value thatis not an outlier

Recommended time between appraisals (18-30 mos)

References

• For CMM articles and publications, see

http://www.sei.cmu.edu/cmm/cmm.articles.html

Continuous Process Improvement

Approach to Quality and Measurement

Plan

Do

Check

Act

1. Identify quality standards and goals

2. Measure project performance

3. Compare metrics against goals 4. Conduct quality reviews, e.g., peer reviews5. Test for defects

6. Eliminate causes of deficient performance- fix defects- fix root causes

Metrics

• “You can’t control what you can’t measure” (Tom Demarco)

• “Anything that can’t be measured doesn’t exist” -- Locke, Berkeley, Hume (Beck, p.45)

• Metrics - “Lines of code is a useless measurement in the face of code that shrinks when we learn better ways of programming” (Beck, p.42)

First Principles

• CMM

Quiz for May 19

Extra Slides