summary introduction evolving the mps model consolidating the mps.br program conclusion

MPS.BR – Melhoria de Processo do Software Brasileiro

Software Process Improvement in Brazil: Evolving the MPS Model and Consolidating the MPS.BR ProgramGleison Santos – COPPE/UFRJ, Kival Weber – SOFTEX/MPS.BR, Ana Regina Rocha – COPPE/UFRJ

SUMMARY

1. Introduction2. Evolving the MPS Model3. Consolidating the MPS.BR Program4. Conclusion

In: CLEI 2009 (XXXV Latin American Informatics Conference) September, 22-25, 2009. Pelotas, RS - Brazil


Introduction

• In December 2003i. The Association for Promoting the Brazilian Software Excellence

(SOFTEX) began a nationwide program (MPS.BR program)ii. ... MPS.BR is the acronym of the Portuguese expression “Melhoria

de Processo do Software Brasileiro” and stands for Brazilian Software Process Improvement ...

iii. aiming at evolving and disseminating a software process and assessment model better suited to the Brazilian industry/community (MPS model)

• This presentationi. focuses on the MPS model evolving and on the actions to consolidate

the MPS.BR program achievementsii. shows the most relevant results of this period along with the assets

produced and data about performance results


SOFTEX - Association for Promoting the Brazilian Software Excellence (Associação para Promoção da Excelência do Software Brasileiro) <www.softex.br>

• SOFTEX is a private not-for-profit organization which fosters entrepreneurship and entrepreneurial development initiatives, financing and funding activities, and business development in Brazil and abroad, aiming at promoting competitiveness of the Brazilian Software Industry

• SOFTEX (headquartered in Campinas-SP, Brazil) acts through its 22 SOFTEX Agents, distributed among 13 Brazilian states. There are more than 1,300 associated software companies (over 70% are SMEs)


MPS.BR objective aims to improve the software processes of the Brazilian companies

MPS.BR technical goals aim to create and improve the MPS model by providing:

i. MPS guides

ii. MPS courses, exams and workshops

iii. MPS Implementation Institutions (II – Instituições Implementadoras) accredited to support the implementation of the MR-MPS

iv. MPS Assessment Institutions (IA – Instituições Avaliadoras) accredited to assess organizations using the MA-MPS

v. MPS Acquisition Consultants (CA - Consultores de Aquisição) certified to support the acquisition of software and related services

MPS.BR market goals aim to disseminate and promote the adoption of MPS model in a fair period within reasonable costs all over the country by:

i. creating and improving the MN-MPS Business Model

ii. supporting the use of the MR-MPS Reference Model by a large number of Brazilian practicioners and organizations

iii. promoting assessments of a large number of Brazilian organizations based on the MA-MPS Assessment Model


MPS.BR Program: Phases and Challenges

• Until now, there were two phases:i. MPS.BR Implantation Phase (2004-2007)

ii. MPS.BR Consolidation Phase (2008-2011)

• Both comprise three challenges:i. Technical-scientific challenge: evolving the MPS Model

ii. Market challenge: disseminating the MPS Model in Brazil

iii. Managerial challenge: managing the MPS.BR Program



SUMMARY




MPS Model: MR-MPS, MA-MPS, and MN-MPS

MPS Model

ISO/IEC 12207

MR-MPSReference Model

Assessment Guide

CMMI-DEV

MN-MPSBusiness Model

MA-MPS Assessment Method

ISO/IEC 15504

MPS.BR DocumentAcquisition GuideGeneral Guide

Implementation Guide


Evolving the MR-MPS Reference Model: General Guide:2009 - maturity levels (ML),

processes and process attributes (PA)ML Processes (process outcomes) PA (process capability)

A (no new processes are added) 1.1, 2.1, 2.2, 3.1, 3.2, 4.1*, 4.2*, 5.1*, 5.2*

B Project Management (new outcomes) 1.1, 2.1, 2.2, 3.1, 3.2, 4.1*, 4.2*

C Decision Management, Risk Management, and Development for Reuse 1.1, 2.1, 2.2, 3.1, 3.2

D Requirement Development, Product Design and Construction, Product Integration, Verification, and Validation

1.1, 2.1, 2.2, 3.1, 3.2

E Human Resource Management, Process Establishment, Process Assessment and Improvement, Project Management (new outcomes), and Reuse Management 1.1, 2.1, 2.2, 3.1, 3.2

F Measurement, Configuration Management, Acquisition, Quality Assurance, and Project Portfolio Management 1.1, 2.1, 2.2

G Requirement Management and Project Management 1.1, 2.1

* These PAs are applicable only to selected processes. All the other PAs must be applied to all processes


Evolving the MR-MPS Reference Model:General Guide:2009, Acquisition Guide:2009, and Implementation Guide:2009

• Revision of PAs to improve the adherence to ISO/IEC 15504-2:2003 - Process assessment. Part 2: Performing an assessment

• Change of the name of the process Decision Analysis and Resolution process to Decision Management, as defined in ISO/IEC 12207:2008 - Software life cycle processes

• Transformation of all Causal Analysis and Resolution process outcomes into a set of Process Attribute achievement Result (PAR) related to PA 5.1 in order to increase the compatibility to ISO/IEC 15504-2:2003 because there is no such process in ISO/IEC 12207:2008

• Definition of a new Project Portfolio Management process in the MR-MPS Level F to guarantee that companies analyze their project portfolios to initiate and sustain necessary, sufficient, and suitable projects in order to meet the strategic objectives of the organization

• MPS Implementation Guide review to improve the understanding of the outcomes described in the MPS General Guide and to clarify what is a suggestion and what is mandatory in MA-MPS assessments

• Review of MPS Implementation and Acquisition Guides due to comments and experiences collected from MPS assessors and MPS model implementation consultants during the last two years in order to facilitate the MPS model interpretation and, last but not least, to make the model more suitable to the organization reality


Evolving the MA-MPS Assessment Model: Assessment Guide:2009

• Review of MPS Assessment Guide due to comments and experiences collected from MPS assessors and MPS model implementation consultants during the last two years in order to facilitate the MPS model interpretation and, last but not least, to make the model more suitable to the organization reality

• MA-MPS rules to characterize the MR-MPS Maturity Level G were reviewed to reflect ISO/IEC 15504-2:2003 requirements that says that PA 1.1 must be considered Totally Implemented


Evolving the MN-MPS Business Model:Triangle of Services: backstage, stage, and client

MPS.BR Program

(SOFTEX,ETM, and FCC)

II & IA

MNEMNC(IOGE)

Agreement Agreement Agreement

Agreement, if pertinent

SOFTEX – Association for Promoting the Brazilian Software Excellence (Associação para Promoção da Excelência do Software Brasileiro)

ETM – MPS Model Technical Team (Equipe Técnica do Modelo)

FCC – MPS Accreditation Forum (Fórum de Credenciamento e Controle)

IA – MPS Assessment Institution (Instituição Avaliadora)

II – MPS Implementation Institution (Instituição Implementadora)

IOGE – MPS Organizing Institution of Groups of Enterprises (Instituição Organizadora de Grupo de Empresas)

MNC – MPS Cooperative Business Model (Modelo de Negócio Cooperado entre grupo de empresas)

MNE – MPS Specific Business Model (Modelo de Negócio Específico para uma empresa)



SUMMARY




Consolidation Phase of the MPS.BR Program: 2008-2011

Consolidation of the structure of the MPS.BR program and improvement of the MPS model, with four goals:

i. consolidation of the MPS.BR program structure

ii. MPS model improvement

iii. accreditation of Implementation Institutions (II) and Assessment Institutions (IA)

iv. analysis of MPS.BR Lessons Learned and Performance Results

Dissemination of the MPS model in Brazil, with four goals:

i. training people in the MPS model: courses, exams and workshops

ii. support to groups of enterprises for MPS based implementation and assessment in the levels G and F (base of the pyramid), under agreement with the IOGE

iii. support to groups of enterprises for MPS based implementation and assessment in the levels E, D and C (middle of the pyramid), under agreement with the IOGE

iv. dissemination of the MPS software acquisition process


The MPS.BR Program is managed by:

i. MPS.BR Program Team (UE – Unidade de Execução): responsible to manage the program activities, coordinated by SOFTEX

ii. MPS Technical Model Team (ETM – Equipe Técnica do Modelo): responsible to develop and maintain the MPS model, and to prepare and execute MPS model trainings, coordinated by COPPE/UFRJ (Universidade Federal do Rio de Janeiro)

iii. MPS Accreditation Forum (FCC – Fórum de Credenciamento e Controle) responsible to accredit organizations to provide MPS model-based implementation and assessments services, to evaluate and control implementation and assessment results, and to ensure that these accredited organizations execute their activities within expected ethical and quality limits


The MPS.BR Program financial sustainability is achieved through the:

i. revenue of MPS related services such as course, exam, and accreditation fees

ii. financial support in the context of agreements signed between SOFTEX and partners such as


Results Accomplished of the MPS.BR Program: Trained People & Accredited Institutions

• In order to train people, a strategy (constituted of official courses and exams) was defined and is being executed to establish and maintain a community of MPS model practitioners. Since 2004:

i. 3,718 people attended MPS model courses in different Brazilian cities

ii. 1,120 people were successfully approved in MPS model exams

• An important factor to guarantee the adoption of the MPS model is to accredit institutions in different parts of the country to provide MPS model-based services. Nowadays:

i. 19 II are accredited to provide MPS model-based implementation services (137 MPS model implementation consultants are associated to accredited II effectively working in MPS model-based initiatives)

ii. 10 IA are accredited to provide MPS model-based assessment services (51 competent and provisional assessors are associated to accredited IA with conditions to conduct MPS model-based assessments)


Results Accomplished of the MPS.BR Program: 173 Published MPS Assessments

i. The MPS assessment results are published on the Web site www.softex.br/mpsbr

ii. Most of these organizations are SMEs (74%) but there are also big companies and large government organizations (26%) such as Brazilian Navy and Brazilian Air Force units, and Bank of Brazil

iii. The MPS and CMMI assessments, in the correspondent maturity levels, both are recognized in acquisitions by Brazilian private and government organizations as a way of demonstrating organizations’ process quality

0

10

20

30

40

50

60

70

G F E D C B A

2005-2007: 72organizations

2008-2011: 101organizationsuntil Sep 21,2009

http://www.softex.br/mpsbr


Performance Results of Organizations that Addopted the MPS Model

iMPS 2008 survey, based on 123 valid questionnaires, indicates that organizations that adopted the MPS model presented higher user satisfaction degree, higher productivity, and capacity to develop large projects

Moreover …



SUMMARY




Conclusioni. Concerning the MPS model evolution:

i. stimulus to the adoption of best software engineering practices by the enterprises of the industry are both in the development and maintenance processes and in the software acquisition process

ii. it is in conformance to international standards, compatible with the CMMI, based on the best software engineering practices, and adequate to the reality of Brazilian enterprises

iii. three new MPS Implementation guides will be created still in 2009 to describe how to implement the MPS model on organizations that acquire software (part 8), Code Factory organizations (part 9), and Test Factory organizations (part10)

• Concerning the MPS.BR program consolidation:

i. the MPS.BR is a mobilizer program; it is a big business in the Brazilian software industry with a strong interaction University-Enterprise-Government

ii. the MPS.BR is a long-term program; until now, the program sustainability was guaranteed and the achieved results were excellent, outperforming the expected results

iii. it is a great effort for nationally increasing the capacities of persons, institutions, and organizations interested in the MPS model to continually improve the software processes in the enterprises and the capacity of innovation both in local and global markets (Software Process Improvement and Innovation)


Software Process Improvement in Brazil: Evolving the MPS Model and Consolidating the MPS.BR Program

• Thank You

• Questions?

Kival Weber

MPS.BR Executive Coordinator

www.softex.br/mpsbr

[email protected]

summary introduction evolving the mps model consolidating the mps.br program conclusion

Documents