intro of SPI
of 38
Transcript of intro of SPI
-
8/3/2019 intro of SPI
1/38
(SPI Introduction)
2007. 09.12
, PMO
A D
C
B
mailto:[email protected]:[email protected] -
8/3/2019 intro of SPI
2/38
R&DC
ENT
ER
2
SPIIntroduction
1. Sofrware process maturity
2. Sofrware process improvement
3. SPI case
Contents
-
8/3/2019 intro of SPI
3/38
R&DC
ENT
ER
3
1. SW Process Maturity
-
8/3/2019 intro of SPI
4/38
R&DC
ENT
ER
4
Cancelled
On time
101-200% Late
51-100% Late
21-50% Late
< 20% Late> 200% late
On time 26%
Cancelled 29%
101- 200% late16%
51- 100% late9%
21-50% late8%
< 20% Late6%
>200% Late6%
* Software Industry Benchmarking Study 2001
Disappointing Software Project Outcomes
1. SW Process Maturity
-
8/3/2019 intro of SPI
5/38
R&DC
ENT
ER
5
1. SW Process Maturity
-
8/3/2019 intro of SPI
6/38
R&DC
ENT
ER
6
1. SW Process Maturity
)
.
.
(Hard)(Soft).
.
.
-
8/3/2019 intro of SPI
7/38
R&DC
ENT
ER
7
1. SW Process Maturity
SW SW
,
-
8/3/2019 intro of SPI
8/38
R&DC
ENT
ER
8
.
.
1. SW Process Maturity
-
8/3/2019 intro of SPI
9/38
R&DC
ENT
ER
9
, .
1. SW Process Maturity
-
8/3/2019 intro of SPI
10/38
R&DC
ENT
ER
10
Process
People
Technology
Software
1. SW Process Maturity
-
8/3/2019 intro of SPI
11/38
R&DC
ENT
ER
11
- (IEEE)
S/W - S/W
, , (CMM)
,
A DC
B
1. SW Process Maturity
-
8/3/2019 intro of SPI
12/38
R&DC
ENT
ER
12
( , , )
, , ,
P & Q
1. SW Process Maturity
-
8/3/2019 intro of SPI
13/38
R&DC
ENT
ER
13
.
.
.
, .
.
.
.
.
. , .
,
1. SW Process Maturity
-
8/3/2019 intro of SPI
14/38
R&DC
ENT
ER
14
, -
, ,
, . -
/
1. SW Process Maturity
-
8/3/2019 intro of SPI
15/38
R&DC
ENTER
15
1. SW Process Maturity
-
8/3/2019 intro of SPI
16/38
R&DC
ENTER
16
-
.
-
.
, , , ,
.
.
1. SW Process Maturity
-
8/3/2019 intro of SPI
17/38
R&DC
ENTER
17
1. SW Process Maturity
-
8/3/2019 intro of SPI
18/38
R&DC
ENTER
18
Level Outcome
Optimizing
Managed
Defined
Repeatable
Initial
Productivity& Quality
Risk
1. SW Process Maturity
-
8/3/2019 intro of SPI
19/38
R&DC
ENTER
19
SoftwareProcesses
Improvised
Reviews andTesting OftenShortchanged
Product QualityDifficult to Predict
Managers are
Reactionary
Existing SoftwareProcesses Not Enforced
Deliverablesnot Compliant
Schedulesand Budgets
RoutinelyExceeded
ProjectSpending
0
200
400
600
800
1000
1 2 3 4
1. SW Process Maturity
-
8/3/2019 intro of SPI
20/38
R&DC
ENTER
20
Communicated
to Employees
ActivitiesFollow
Processes
Defined,MandatedPractices
Schedules andBudgets Based on
HistoricalPerformance
EstimatingSystems
ManagersEnforce
Policies andProcesses
SQA
Managers Monitor
Product Qualityand Status
ManagersMonitor
Customer
Satisfaction
CustomerSatisfaction
SurveysStatus
Reports
ProjectSpending
0
200
400
600
800
1000
1 2 3 4
SoftwarePolicies
1. SW Process Maturity
-
8/3/2019 intro of SPI
21/38
Software ProcessImprovement
-
8/3/2019 intro of SPI
22/38
R&DC
ENTER
22
.
.
, incentive .
.
, .
2. SW Process Improvement
-
8/3/2019 intro of SPI
23/38
R&DC
ENTER
23
2. SW Process Improvement
-
8/3/2019 intro of SPI
24/38
R&DC
ENTER
24
Sponsors
Change AgentsManagers
Pull
Push
Involvement Commitment Action
ParticipantsPushPull
Push Approach
Push Pull Approach
Source: John D. Vu, Senior Scientist, CMU ISRI
Sponsors
Change Agents Managers
Push
Push
Whats wrong with this approach?
Participants
Push
needs
2. SW Process Improvement
-
8/3/2019 intro of SPI
25/38
R&DC
ENTER
25
2. SW Process Improvement
-
8/3/2019 intro of SPI
26/38
R&DC
ENTER
2. SW Process Improvement
-
8/3/2019 intro of SPI
27/38
R&DC
ENTER
(senior management)
(process improvement program)
(process improvement project)
(process owner)
(organizational unit)
2. SW Process Improvement
-
8/3/2019 intro of SPI
28/38
R&DC
ENTER
28
PIT #4
PIT #4
PIT #4
PIT #4
(EIT)
#4
#3
#2
#1
, , ,
(SEPG)
2. SW Process Improvement
2 S
-
8/3/2019 intro of SPI
29/38
R&DC
ENTER
MSG(Management Steering Group)
SEPGSoftware Process Engineering Group
TWG(Technical Working Group)
-
SPI
-SPI
-SPI
-TWG
-TWG
-
-
(2-4
)-
-
-
-
-
-SPI,
,,
- SPI
,
-
- MAG
- MSG
-
-
-
-
-CBA-IPI
-MSG
-SPI
-
-.
-
-
-
- MSG
- Prototype
-Prototyping
-Prototype
-Prototype
2. SW Process Improvement
2 SW P I
-
8/3/2019 intro of SPI
30/38
R&DC
ENTER
R&R
R&R
2. SW Process Improvement
2 SW P I
-
8/3/2019 intro of SPI
31/38
R&DC
ENTER
#1 #2 #3 #4 #1 #2 t #3 #4
2. SW Process Improvement
2 SW P I t
-
8/3/2019 intro of SPI
32/38
R&DC
ENTER
2. SW Process Improvement
2 SW P I t
-
8/3/2019 intro of SPI
33/38
R&DC
ENTER
2. SW Process Improvement
2 SW P I t
-
8/3/2019 intro of SPI
34/38
R&DC
EN
TER
Framework
Metrics
2. SW Process Improvement
2 SW P I t
-
8/3/2019 intro of SPI
35/38
R&DC
EN
TER
35
Top 10 Reasons Why SPI Fails(2)
- Herb Krasner:Austin Professional SPI coach
Can't agree on the nature and severity of the problems.
Don't know enough about the basics(TQM,SPI,software engineering). No long-term committed leadership.
Bad attitudes(fear of change, NIH,software cowboy culture).
Not skilled in cultural change.
No clear vision of the desired results.
No concrete action plan(Ready! Fire! Aim!).
No quantitative feedback on progress.
SPICE/CMM applied incorrectly.
Too many organizational learning disabilities.
2. SW Process Improvement
2 SW Process Improvement
-
8/3/2019 intro of SPI
36/38
R&DC
EN
TER
1.
2.
7.
6.
5.
4.
3.
8.
-
-
-
- BP MP
2. SW Process Improvement
2 SW Process Improvement
-
8/3/2019 intro of SPI
37/38
R&DC
EN
TER
ACT PLAN
CHECK DO
1:
2: SPI
3: SPI
4:
5:
.
6:
7:
10:
9
: SPI
8:,,
2. SW Process Improvement
-
8/3/2019 intro of SPI
38/38
