understanding and re-designing software development processes=jpl-understand-process-oct01

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Understanding and(Re)Designing SoftwareDevelopment Processes

Walt ScacchiInstitute for Software Research

University of California, Irvine

Irvine, CA 92697-3425 USA

http://www.ics.uci.edu/~wscacchi/Presentations/JPL-Process-Oct01.ppt


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Recurring problems

What is the best way to organize softwaredevelopment project?

How to speed up development, reducecosts and improve software quality?

How to achieve the quickest developmenteffort, lowest effective development cost,and best available product quality?


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Possible solutions

Attain and improve maturity of softwaredevelopment capabilities (image)

Get best people to practice standards-based development process supported byIDEs

(Re)Design your software productionarchitecture (SPA) to optimize use ofdevelopment resources, processes, andpeople.


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Goals

Present an approach for how tooptimize software production

Identify key concepts, techniques, andtools that enable better optimization

Describe optimization transformationsfrom business process redesign studies

Describe opportunity areas forexploitation and use


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Definitions and Differences

Software production: enterprise processesand resources that produce software

Production strategies: business strategiesguiding overall approach to buildingsoftware

Production architecture: configuration ofenterprise capabilities to enact strategies

Optimizing production: minimizingenterprise configuration to maximizestrate ic o tions


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(Re)designing softwareproduction

What first: to-be goal vs. as-is mess?

If you dont know where you are, any road will do(proverb)

Observation: people at work cannot describe the

processes they do with high fidelity (tacitknowledge)

Redesign necessitates understanding as-is, to-be,and here-to-there

Creating high-performance work groups Empowerment, participation, incentivization

(resource sovereignty), and recognitionW. Scacchi, Redesigning Contracted Service Procurement for Internet-based Electronic

Commerce: A Case Study,J. Information Technology and Management, 2(3), 313-334, 2001.
http://www.ics.uci.edu/~wscacchi/Papers/Internet-Procurement/Internet_Procurement.htmlhttp://www.ics.uci.edu/~wscacchi/Papers/Internet-Procurement/Internet_Procurement.htmlhttp://www.ics.uci.edu/~wscacchi/Papers/Internet-Procurement/Internet_Procurement.htmlhttp://www.ics.uci.edu/~wscacchi/Papers/Internet-Procurement/Internet_Procurement.htmlhttp://www.ics.uci.edu/~wscacchi/Papers/Internet-Procurement/Internet_Procurement.htmlhttp://www.ics.uci.edu/~wscacchi/Papers/Internet-Procurement/Internet_Procurement.html


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Software Production Strategies

Reduce costs

Reduce cycle time

Improve cash flow

Customer satisfaction

Increase sales

Improve customer

service

Increase productivity

Open new markets

Open new channels

Be innovation leader

Increase marketshare

Enable just-in-timeservice delivery


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Software ProductionArchitecture

A composite modelthat interrelates software system architecture

software process architecture

development organization architecture network infrastructure and development

tools/environment configuration

documentation architecture customer-support knowledge base

architectureP. Mi and W. Scacchi,A Meta-Model for Formulating Knowledge-Based Models ofSoftware Development,Decision Support Systems, 17(4):313-330, 1996.
http://www.ics.uci.edu/~wscacchi/Papers/Process-Meta-Model.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process-Meta-Model.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process-Meta-Model.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process-Meta-Model.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process-Meta-Model.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process-Meta-Model.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process-Meta-Model.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process-Meta-Model.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process-Meta-Model.pdf


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Optimizing Software Production

Strategies provide global constraints oropportunities for optimizing softwareproduction

Constraints and opportunities realized insoftware production enterprise

Constraints and opportunities aredistributed across the software productionarchitecture


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Optimization must address compositearchitecture of software production

Local optimization of any componentarchitecture does not guarantee globaloptimality of software production

Diagnostic analyses and transformationheuristics applied to compositearchitectural models lead to optimizationopportunities


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Transformation heuristics classifiedtaxonomically

Taxonomy classifies domain-independentand domain-specifichueristics

DI transformations applied in anysoftwareproduction setting

DS transformations applied to specificcomponent architectures


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DI transformation classes (sample):

Job scope

Worker empowerment

Organization design

Workflow streamlining

Information technology (IT)


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Research grant justification and approvalprocess at Office of Naval Research (c. 1995)

W. Scacchi and J. Noll, Process-Driven Intranets: Life Cycle Support for Process

ReengineeringIEEE Internet Computing, 1(5):42-49, 1997.
http://www.usc.edu/dept/ATRIUM/Papers/PDI.pdfhttp://www.usc.edu/dept/ATRIUM/Papers/PDI.pdfhttp://www.usc.edu/dept/ATRIUM/Papers/PDI.pdfhttp://www.usc.edu/dept/ATRIUM/Papers/PDI.pdfhttp://www.usc.edu/dept/ATRIUM/Papers/PDI.pdfhttp://www.usc.edu/dept/ATRIUM/Papers/PDI.pdf


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IT transformation sub-classes (sample):

Extend IT-based supportto manual processsteps

Extend IT-based communication facilities toencourage information sharing activities

Extend IT-based automation to incorporate

new kinds of application packages Extend IT-based integration to interconnect

and interrelate existing "islands ofautomation"


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As-is vs. to-be process


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Redesign/Optimization Results

Reduction inprocurement process cycle times of20X, annual operational savings of $10-15M. Via transformation and realignment of information

systems, business processes, corporate strategy, and

work practices in a 1-2 year time frame. Participatory design, development and refinement of

computational models of new work processes,resource configurations and work practices, together

as an organizational system.

W. Scacchi, Redesigning Contracted Service Procurement for Internet-Based Electronic Commerce: A

Case Study,Information Technology and Management, 2(3):313-334, 2001.
http://www.ics.uci.edu/~wscacchi/Papers/Internet-Procurement/Internet_Procurement.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Internet-Procurement/Internet_Procurement.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Internet-Procurement/Internet_Procurement.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Internet-Procurement/Internet_Procurement.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Internet-Procurement/Internet_Procurement.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Internet-Procurement/Internet_Procurement.pdf


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Tools and Techniques

Software process redesign case web

Knowledge web for software production

Process-driven intranets

Organizational transformation


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Case study: Software

development teamwork Comparative analysis of software

specification teamwork (in complex

setting) Five teams, 5-7 members, two-week (part-

time) process that incorporates planning,formal notation, automated tool use,reusable assets, documentation tasks, andteam shared responsibility.


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What to Understand

Work Structures and Shifts: Resourcearrangements, historical circumstances,division of labor and expertise, etc.

Work Processes: Routine, habitual oremergent patterns of how work flowsamong people through/onto work

structures Work Practices: Behavioral discourse

and social dynamics enacted through

work processes


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What to Understand

Structures are domain independentconstructs

Prescriptive/descriptive abstractions

Processes are classes of workflow

Descriptive and derived

Prescriptive and composed

Practices are instances

Descriptive, historic and situated


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Comparative analysis ofsoftware specification

teamwork Six work structure types observed: Negotiated,I

ntegrated,R

eplicated,D

elegated,Prediscriminated and Separated

Three structural shift types observed:

anticipated ->,

unanticipated -->>, role shift within work structure +.

W k t t d hift


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Work structures and shifts(data)

Team ID T1 T2 T3 T4 T5

Team Size 6 7 7 7 5

Reusable Exemplar no yes yes yes yes

PROCESS

A . Pre-pl annin g task N->R->I N->R->I N->R->I N->R->I N->R->I

B. Plann in g task N N N N N

c. I I I I -> S I -> S

d. I I+ I S S

e. P (D,I,I) P (D,I,I) P (D,I,I) P (D,S->I,I) P (D,D,I)

f. D D D D Dg. R R R D D

h. D I I D D

C. Develop p rel im in ary I -->> I+ I+ I+ -> S+ I -> S+

(info rm al) specif icatio n N -->>

R -->> I

D. Develop form al I+ I+ I+ S+ -->> S+

(pro cessabl e) spec. N -->>

E. Docum ent N -->> D P+ P+ N -->> P(D,D,I)write-up P(D,S->I,D)

F. Docum entat ion D -->> D+ D+ D+ D+

integrat ion N -->> I

G. Docum ent review R R R N -->> R D

H. Prepare for D -->> I+ N -->> I+ N -->> I+ D+

Delivery N -->> I


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Findings

Highest (lowest) qualityproduct(measured by automated tools): T1 (T5)

Highest (lowest)productivity(self

reported time expended): T5 (T1) Note the coincidentalrelationship

Effectiveness of planning, automated

tool use, asset reuse notclearlyassociated with high(low) quality orhigh(low) productivity


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Findings

Teams falling primarily into Negotiativeand Integrative structures had higherquality

Teams falling primarily into Delegative,Pre-discriminative or Separativestructures had higher productivity

Computer supported work environmentsmust account for teamwork structuresas a usage parameter.


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Knowledge web for software production:

Software production ontology

Taxonomy for as-is diagnosis, redesignheuristics

Best practices and lessons learned cross-

linked Process-driven intranets

Organizational transformationW. Scacchi and A. Valente,Developing a Knowledge Web for Business Process Redesign,

Presented at the 1999 Knowledge Acquisition Workshop, Banff, Canada, October 1999.
http://www.ics.uci.edu/~wscacchi/Papers/KnowledgeWeb/http://www.ics.uci.edu/~wscacchi/Papers/KnowledgeWeb/


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Current field study

Understanding open source softwarepractices and processes in differentdomains

Academic research vs. Commercialdevelopment

Deep Space Astronomy, Software Architecture

Internet infrastructure, Networked computergames

To produce and compare case studiesusing narrative, hypertext, and

computational renderings.


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Knowledge web for software production:

Process-driven intranets:

Model, prototype, and enact softwareproduction architectures



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Enable rapid configuration ofvirtualenterprises (VEs) across multipleorganizational domains

Virtual enterprises for wide-areasoftware development have beendemonstrated

Software production in VEs supportedand enacted via process navigation(process surfing)

J. Noll and W. Scacchi, Supporting Software Development in Virtual Enterprises,Journal

of Digital Information, 1(4), February 1999.
http://www.ics.uci.edu/~wscacchi/Papers/JODI-1999.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/JODI-1999.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/JODI-1999.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/JODI-1999.pdf


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Accommodate organizational autonomyand computer-supported cooperativework

Accommodate heterogeneousrepositories of development artifacts(source code, etc.)

Accommodate use of local tools anddevelopment environments


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Also see, J. Noll and W. Scacchi, Specifying Process-Oriented Hypertext for Organizational

Computing,J. Network and Computer Applications, 24(1):39-61, 2001
http://www.ics.uci.edu/~wscacchi/Papers/Process-Hypertext/Process-Hypertext.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process-Hypertext/Process-Hypertext.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process-Hypertext/Process-Hypertext.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process-Hypertext/Process-Hypertext.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process-Hypertext/Process-Hypertext.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process-Hypertext/Process-Hypertext.pdf


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Knowledge web for software production



Whats involved?

How long does it take?

How much bang for the buck?


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Collaborative participation to understandas-is, to-be, and here-to-there SPAs withinconstraints and contexts.

Timeframe: 6-18 months

Baseline investment (ROI):

External: Invest $1 to realize $10

savings/gain.

Internal: Staff time, infrastructure usage, etc.


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Conclusions

Software production can be optimized

Optimizing software production is astrategic option/choice that can be realized

Software production architectures andsupporting technologies enableoptimization

Process improvement and productionoptimization are complementary efforts


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References S. Bendifallah and W. Scacchi, Work Structures and Shifts: A Study in Software

Specification Teamwork, Proc. 11th. Intern. Conf. Software Engineering,Pittsburgh, PA, IEEE Press, 260-270, 1989.

R. Conradi and A. Fuggetta. Software process improvement: what can beimproved? Politecnico di Milano, Dipartimento di Elettronica e Informazione,Submitted for publication, 2001.

W. Scacchi and P. Mi, Process Life Cycle Engineering: A Knowledge-BasedApproach and Environment, Intelligent Systems in Accounting, Finance andManagement, 6:83-107, 1997.

W. Scacchi, Understanding Software Process Redesign using Modeling,Analysis, and Simulation, Software Process--Improvement and Practice, 5(2/3),183-195, 2000.

J.S. Choi and W. Scacchi, Modeling and Simulating Software AcquisitionProcess Architectures, Journal of Systems and Software, to appear, 2001

Available at http://www.ics.uci.edu/~wscacchi/publications.html
http://www.cefriel.it/~alfonso/documents/Papers/spi.pdfhttp://www.cefriel.it/~alfonso/documents/Papers/spi.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process_Engineering/Process_Life_Cycle.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process_Engineering/Process_Life_Cycle.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Software_Process_Redesign/SPIP-ProSim99.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Software_Process_Redesign/SPIP-ProSim99.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/ProSim-2K/ProSim-2K-Paper.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/ProSim-2K/ProSim-2K-Paper.pdfhttp://www.ics.uci.edu/~wscacchi/publications.htmlhttp://www.ics.uci.edu/~wscacchi/publications.htmlhttp://www.ics.uci.edu/~wscacchi/Papers/ProSim-2K/ProSim-2K-Paper.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/ProSim-2K/ProSim-2K-Paper.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Software_Process_Redesign/SPIP-ProSim99.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Software_Process_Redesign/SPIP-ProSim99.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process_Engineering/Process_Life_Cycle.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process_Engineering/Process_Life_Cycle.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process_Engineering/Process_Life_Cycle.pdfhttp://www.ics.uci.edu/~wscacchi/Papers/Process_Engineering/Process_Life_Cycle.pdfhttp://www.cefriel.it/~alfonso/documents/Papers/spi.pdfhttp://www.cefriel.it/~alfonso/documents/Papers/spi.pdf


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