Integración Universidad-Industria en un marco de …...Scrum Master Certified Integrante grupo de...
Transcript of Integración Universidad-Industria en un marco de …...Scrum Master Certified Integrante grupo de...
Integración Universidad-Industria en un marco de mejora de proceso de
software basado en CMMI
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María Fernanda Burdino - Juan Pablo Bruno
12 de junio 2009
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¿Porqué estamos acá?
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Como consecuencia de un trabajo
conjunto entre la Universidad y la
Industria
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En particular entre la UTN-FRC y Motorola
Argentina
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MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
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MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
En realidad no…
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Veamos quienes les van a hablar…
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Y de paso deciden si se quedan
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Ing. Juan Pablo Bruno
Quality Specialist - Motorola Argentina
MOTOROLA Six Sigma Green Belt
ASQ Certified Quality Process Analyst
JTP :Métricas del Software
JTP: Calidad en los Servicios del Software
Integrante grupo de I+D “GIDICALSO” – UTN FRC
Ing. Ma. Fernanda Burdino
Quality Specialist - Motorola Argentina
ASQ Certified Software Quality Engineer
Diplomada en Calidad de Software
Scrum Master Certified
Integrante grupo de I+D “GIDICALSO” – UTN FRC
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En conclusión…
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Agenda
• Breve introducción a CMMI
• ¿Qué es?
• Estructura
• Niveles de Madurez
• Marco de mejora de procesos de software
• ¿Por qué?
• Propuesta
• Algunos resultados
• Universidad
• Industria Local
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Es un modelo de madurez de mejora de procesos parael desarrollo de Productos y Servicios, esta constituidopor un conjunto estructurado de buenas prácticas quehan demostrado ser efectivas en la industria.
¿Qué es CMMI?
Ing. Sistemas Ing. Software
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Estructura
Área de Proceso 1 Área de Proceso 2
Metas GenéricasMetas Específicas
Prácticas
EspecíficasPrácticas
Genéricas
Área de Proceso n
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Un nivel de madurez consiste en prácticas genéricas yespecíficas relacionadas, para un conjunto predefinidode Áreas de Proceso.
Niveles de Madurez
Nivel Optimizado
Nivel Cuantitativamente Administrado
Nivel Definido
Nivel Administrado
Nivel Inicial
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NIVEL DE MADUREZ INICIAL (I):
Típicamente ad hoc y caótico.
La organización no posee unambiente estable.
El éxito depende del esfuerzo, aveces heroico, de algunas personasy no puede ser repetido.
Comúnmente los proyectosexceden los presupuestos y lostiempos de entrega.
Niveles de Madurez: INICIAL
Nivel Optimizado
Nivel Cuantitativamente Administrado
Nivel Definido
Nivel Administrado
Nivel Inicial
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NIVEL DE MADUREZ ADMINISTRADO (II):
Los proyectos de la organizaciónaseguran que los procesos sonplaneados y ejecutados de acuerdo auna política predefinida.
El estado de los productos es visiblepara la administración en puntospredefinidos.
Niveles de Madurez
Nivel Optimizado
Nivel Cuantitativamente Administrado
Nivel Definido
Nivel Administrado
Nivel Inicial
Niveles de Madurez: ADMINISTRADO
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Niveles de Madurez
NIVEL DE MADUREZ DEFINIDO (III):
El conjunto de procesos estándares de la organización, que son la base del nivel 3, se encuentran establecidos y mejorados a través del tiempo.
Los proyectos adaptan sus procesos a sus necesidades desde el conjunto de procesos estándares de la organización.
Los procesos estándares sonutilizados para lograr consistencia através de la organización.
Mientras que el Nivel II se enfoca enlos proyectos, el nivel III se enfocaen la definición de estándares a nivelorganizacional.
Nivel Optimizado
Nivel Cuantitativamente Administrado
Nivel Definido
Nivel Administrado
Nivel Inicial
Niveles de Madurez: DEFINIDO
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NIVEL DE MADUREZ CUANTITATIVAMENTE
ADMINISTRADO (IV):
La organización y los proyectosestablecen objetivos cuantitativosde calidad y performance de losprocesos y son utilizados comocriterio en la administración de losmismos.
La calidad y performance de losprocesos son estadísticamentecontrolados y son administrados através del ciclo de vida del proceso.
Niveles de Madurez
Nivel Optimizado
Nivel Cuantitativamente Administrado
Nivel Definido
Nivel Administrado
Nivel Inicial
Niveles de Madurez: CUANTITATIVAMENTE ADMINISTRADO
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NIVEL DE MADUREZ OPTIMIZADO (V):
La organización mejora continuamente sus procesos en base a un entendimiento de las causas comunes de variación.
La principal diferencia con el nivel IV es el tipo de variación al que se apunta.
Niveles de Madurez
Nivel Optimizado
Nivel Cuantitativamente Administrado
Nivel Definido
Nivel Administrado
Nivel Inicial
Niveles de Madurez: OPTIMIZADO
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¿Por qué?
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Experiencia pasada...
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Camino recorrido
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Title of Presentation May 4, 2011
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Esfuerzo real de confección de PIIDs
Retrabajo
15%
Revisiones
17%
15 hs x
PA x Proy
4.5 hs x
PA x Proy
4 hs x
PA x Proy
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Ejemplos de modelos de mejora
¿Qué está mal?
Act Plan
DoCheck
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Nada!
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Simplificando la implementación
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Aprender
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MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
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MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
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MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
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MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
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MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
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MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
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MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
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MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
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MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
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MOTOROLA and the Stylized M Logo are registered in the US Patent & Trademark Office. All other product or service names are the property of their respective owners. © Motorola, Inc. 2007
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Lecciones Aprendidas
‘’
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In God we trust all othersmust show data
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40 evaluaciones
14 Empresas
6; 15%
9; 22%
25; 63%
Métodos de evaluación
CBA IPI
SCAMPI
Informal
21; 52%19; 48%
Modelos de referencia utilizados
CMM v1.1
CMMI v1.1CBA IPI
SCAMPI37% Evaluaciones Formales
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Cada evaluación presentaba como resultados:
Hallazgos
Oportunidades de mejora
Recomendaciones
Observaciones
Fortalezas
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¿Por dónde empezamos?
Y fuimos por los hallazgos…
Método de Aprendizaje Activo
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PPCM PMC
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0
2
4
6
8
10
12
14
GP
2.1
GP
2.2
GP
2.3
GP
2.5
GP
2.7
GP
2.8
GP
2.9
GP
3.1
GP
4.1
SP1
.1
SP1
.2
SP1
.3
SP1
.4
SP2
.1
SP2
.2
SP2
.4
SP2
.5
SP2
.6
SP2
.7
SP3
.2
SP3
.3
GG2 GG2 GG2 GG2 GG2 GG2 GG2 GG3 GG4 SG1 SG1 SG1 SG1 SG2 SG2 SG2 SG2 SG2 SG2 SG3 SG3
1
3
1 1 1
4
1 1 1
6
2
1
3
6
7
3
2
6
8
1
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Hallazgos por Práctica Genérica/Específica (PP)
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…y a primera vista vimos que…
CM-SG1
OT-GG2
PMC-SG1
PPQA-GG2
PP-SG2
PP-SG3
QPM-SG1
RSKM-SG2
0.00
0.20
0.40
0.60
0.80
1.00
1.20
0.0 0.5 1.0 1.5 2.0 2.5 3.0
Ave
rage
Num
ber o
f fin
ding
s
Average Risks Severity
Relationship between Findings and Risks by Goal
Relación de hallazgos y riesgos por meta
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Prácticas seleccionadas
• PP - SP3.3 Obtener Compromiso con el plan
• PMC - SP1.1 Monitorear los Parámetros de la Planificación de Proyectos
• CM - SP1.2 Establecer un Sistema de Gestión de Configuración
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Entrevista a Líderes de Proyectos
Objetivo identificar las
posibles causas
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Aprendizaje activo – Learning bydoing
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Aprendizaje activo – Learning by doing
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Introducción al E-Learning
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• Entrenamientos– Curso de Introducción a CMMI
Introducción
Problemas más frecuentes en nuestra región
– Curso CMMI detallado (Nivel 2 y 3)
Para cada área de proceso:
• Breve introducción
• Problemas frecuentes en nuestra región
• Soluciones Propuestas
• Reporte técnico completo– Análisis de datos detallado
• Artículos publicados– Revista Proyecta
– CACIC2008 (Framework)
– TEIET’09 (E-Learning)
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Inversión 63
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Calendario
~28 meses
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Esfuerzo
Total: ~1700 Hs
Evaluaciones: ~147 Hs
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Personas directamenteinvolucradas
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Andriano, Natalia
Bartó, Carlos
Bruno, Juan Pablo
Cuevas, Juan Carlos
García Favre, Gonzalo
Gonzalez, Claudio
Izaurralde, Paula
Marzo, Luciano
Ruiz de Mendarozqueta, Álvaro
Rubio, Diego66
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En fin…
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estos son los datos iniciales
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porque como dijimos
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“in God we trust…”
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aunque a veces…
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Muchísimas gracias!!!
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Un poco de humor para terminar…
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Preguntas
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Versiones
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Versión Fecha Cambios realizados Autor
1.0.0_Draft_A Mayo-2008 Versión inicial basado en presentaciones anteriores
Diego Rubio
1.0.0_Draft_B Junio-2008 Adición de Material para presentación en Villa María
Diego Rubio
1.0.0_Draft_C Junio-2008 Cosméticos luego de revisión y adición de material de evaluaciones
Diego Rubio
1.0.0_Daft_D Agosto-2008 Cambios por la nueva fecha y actualización de estado de avance
Diego Rubio
1.0.0_Draft_E Agosto-2008 Actualizada luego de revisión Diego Rubio
1.0.0 Agosto-2008 Baseline Diego Rubio
1.0.1_Draft_A 03-Nov-2008 Actualizar nombres presentadores. Ma. Fernanda Burdino
1.0.1_Draft_A Noviembre-2008 Actualización de Resultados y esfuerzo insumido
Juan Pablo Bruno
1.0.1_Draft_B Junio-2009 Eliminación de slides para acortar tiempo de preparación
Juan Pablo Bruno
1.0.1 Junio 2009 baseline Ma Fernanda Burdino, Juan Pablo Bruno
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Back-Up slides
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