ProcessFramework.ppt

SOFTWARE PROCESS IMPLEMENTATION & IMPROVEMENT

byMitta RoutCapgemini - India

Understand the definition and need of process & quality

Understand the concepts of process frameworks/models

like ISO, CMM, Six Sigma

Apply the rationale of process models to the business

scenario

SETTING EXPECTATION

PARTICIPANTS

• Name

• Experience

• Knowledge of Quality / Process / Models

• Your expectations

FACULTY

FINDING THE STARTING..

FACULTY• Mita Rout (Head – QA, Capgemini – India)

• 17 yrs. of s/w industry experience

SCQA, SEI trained Lead Assessor

Project execution, management, process implementation

Experience of over 10 CMM/CMMI assessments

Conducted tutorials and presented papers in international

seminars in India, Asia Pacific & Europe

• Help you to appreciate the benefits of process framework like

CMM & learn from your sharing

FINDING THE STARTING..

What is Quality - A few definitions

Fitness for use or purpose (Juran)

Conformance to customer’s requirements (Philip

Crosby)

A product possesses quality if it helps somebody

and enjoys a good and sustainable market (Deming)

Quality is what your customer perceives it to be!

(Anonymous)

Needs - A Moving Target!

Needs are not constant; they depend on

product’s ability to meet the expectations

Availability of alternative products

changes in technology, life-style, etc...

What suits one customer might not suit the next

INPUTINPUT OUTPUTOUTPUT PROCESSPROCESS

TOOLS TOOLS PEOPLEPEOPLE

PROCEDURES & PROCEDURES & TASK RELATIONSHIPSTASK RELATIONSHIPS

INTEGRATE TOINTEGRATE TOPRODUCE DESIREDPRODUCE DESIRED

END RESULTSEND RESULTS

Definition of Process

High Level Process Architecture

Product oriented - inspect after production

Process oriented - inspect during production

System oriented - cross-functional process design and inspection

Human oriented - training in depth

Development oriented - new product development capability

Customer oriented - new customer understanding capability development

Evolution of Quality Approaches

Software process development & maintenance methodologies are guided by

ISO (International Standard Organization)

CMM / CMMI (Capability Maturity Model – Integrated)

Six Sigma

ITIL (Information Technology Infrastructure Library)

BS7799 (British Standard for Information security)

SAS70 (Statement of Audit standard)

Etc. etc….

Process Models

Management Responsibilit

y

Product

realization

ISO: Quality Mgmt. System / Continual Improvement

Measurement, analysis,

improvement.Resource

Mgmt.

BUSINESS

RESULTSCustomerTracking

CapabilityDevelopme

nt

Listening to customers

Preserving through operations what

was heard

Surveying capability building activities

around the world and by competitors

Building capabilities through process change, training

Business Drivers

Capability Maturity Model -Integrated (CMMI) V1.1

Developed by :

Software Engineering Institute : Carnegie Mellon University,

Pittsburgh, Pennsylvania

Provides :

How to gain control of their processes for developing and maintaining

software and how to evolve towards a culture of software engineering

and management excellence

Based on CPI:

• Based on many small, evolutionary steps rather than revolutionary

innovations.

Foundation:

• Each maturity level provides a layer in the foundation for continuous process

improvement.

Priority Order:

• The levels also help an organization prioritize its improvement efforts.

Guidelines:

• A guide for evolving toward a culture of engineering excellence

Basis for Measurement:

• The underlying structure for reliable and consistent software process

assessments, software capability evaluations, and interim profiles

Maturity Framework

LEVEL 1Initial

LEVEL 2Managed

LEVEL 3Defined

LEVEL 4Qnt.Managed

LEVEL 5Optimizing

Can repeat previous task

Focus on process improvement

Process measured & controlled

Process characterized & understood

Disciplined

process

Consistent process

Predictable process

Continuously improving process

CMMI – 5 Maturity Levels

Requirements flow in - little control over inputs

A software product is (usually) produced. Visibility into the process is

missing

The product flows out and (hopefully)

works - little control over outputs

ININ

OUTOUT

Management View at Level 1

Performance driven by competence & heroics of the people doing the work

Consistency & compliance to standards driven by management priorities -

usually schedule is top priority

High quality and exceptional performance possible so long as the best

people can be hired

Unpredictability - for good or ill - characterizes the initial level organisation

Jobs may get done - but the costs in financial and human terms for both

producers and users is too high

Level 1 Environment

@ L1 (Little Control Over Inputs & Outputs) - hence fix:

• Requirements Management

• Software Quality Assurance

• Software Configuration Management

Institute Project Management

• sets expectation via policies

• enable discipline project processes such that successful projects

in terms of costs, schedule and meeting requirements are norm

Transitioning L1 – L2

Requirements and resources flow in

The production of the software product is visible at defined

points

Artifacts of the process are controlled

ININ OUTOUT

Management View of L2

At Level 2, focus is on systematic management of projects

At Level 3, focus shifts to the organization

• common processes and measurements are established

• best practices are recorded and used across the organization

• processes are tailored, as appropriate from organizational procedures

Moving From Level 2 To Level 3

Management View of L3

Roles and responsibilities in the software processes are

understood

Production of software product is visible throughout the

software process

ININ OUTOUT

Quantitatively Managed

At Level 3, all the measurement

parameters are defined and data are

collected

At Level 4,

• data are analyzed

• decisions taken based

on data analysis

Defined

Moving From Level 3 To Level 4

PROCESS CONTROL SYSTEM MODEL WITH FEEDBACK

The Way We Work

Inputs Process/System Outputs

Customers

Voice of Customers

SPC

Changed needs

PeopleTechnologyResourcesEnvironment

Products orServices

Voice Of The Process

Quantitative Process Management

QUALITY – ITS IMPORTANCE AND MEASUREMENT

“You may fool all the people some of the time;

you can even fool some of the people all the time,

but you can’t fool all of the people all the time”

- Abraham Lincoln

What you can not measure, you can not control

Software Quality Management

Quantitatively Managed

At Level 4, processes are

quantitatively controlled

At Level 5,

• process capability is improved in

a controlled

way

• everyone is involved in process

improvement

• continuous improvement is way

of life

Optimizing

Moving from Level 4 to Level 5

Control chart of process improvementControl chart of process improvement

Original zone of efficiency

New zone of efficiency

Dealing with Common causes of variation

FOR BUILDING EVER-IMPROVING CAPABILITY…

Join Hands in Process Improvement

Understand Purpose of Quality Procedure before following it

Procedures are owned by you

Procedures will improve quality of your work if they are defined for you,

Suggest improvements !!

Level 5 – Not an End, But is a Foundation

Preparation

Activity

Evaluation

Standards ResultsTo produce

To Forecast

Input to

To improve

Input to

Input to

Demonstrating 5 Levels

What is Sigma?

Continuous Improvement - Six Sigma

SigmaSigma is a statistical measure used to help measure, analyze, control and improve our project execution, processes and products.

A measure of “goodness” that shows the degree to which a product or project deliverable is free from defects.

Six Sigma quality represents very few defects given the complexity of the service or product.

Continuous Improvement - Six Sigma

What is Six Sigma?

Philosophy and a Goal

Methodology

Symbol of quality

Usage of statistics to reduce variation

Excellence

“For problem solving for improving organization’s bottom line and business goals”

Implementing Six Sigma (DMAIC)

D: Define projects, goals

M: Measure process (current performance)

A: Analyze process (to determine root causes)

I: Improve the process to eliminate defects

C: Control the performance

“Integrates Juran, Deming and TQM principles”

Implementing Six Sigma: DFSS, DMADV

D: Define VOC / CTQ

M: Measure (Quantify CTQ, establish measurement systems)

A: Analyze (CTQ to Sub systems, derive targets, tolerances, Risk assessment)

D: Design process / product

V: Verify process / product

“Integrates Juran, Deming and TQM principles”

Analogous to Engineering Life cycles

Value of Process Improvement

IMMATURE SITUATIONIMMATURE SITUATION

PERFORMANCEPERFORMANCE

EVAEVA

IVAIVA

CAPABILTYCAPABILTY

MATURITY EXPECTATIONSMATURITY EXPECTATIONS

MATURITYMATURITY

Expectations

SPI occurs within the context of:

• the organization's strategic plans

• its business objectives

• its social and work culture

• its organizational structure

• the technologies in use

• its management & value system

SPI is a systematic, collaborative method to evolve the way

software work is organised and performed

Software Process Improvement

OutIn11

22

33

44

55

Probability

Time/$/...

Target

N

N+a

N-x

N-y

N-z

Levels

Management---------------Project

55

44

33

22

11

TIMETIME

MATURITY

MATURITY

COST TO DO WORK

COST TO DO WORK

EVA 1 – Cost to do Work

55

44

33

22

11

TIMETIME

MATURITY

MATURITY

DEFECTS RATES / LEVEL

DEFECTS RATES / LEVEL

EVA 2 – Defects Level

55

44

33

22

11

TIMETIME

MATURITY

MATURITY

CYCLE TIME

CYCLE TIME

EVA 3 – Cycle Time

55

44

33

22

11

TIMETIME

CUSTOMER SATIS

FACTION

CUSTOMER SATIS

FACTION

EVA 4 – Customer Satisfaction

55

44

33

22

11

TIMETIME

JOB S

ATISFACTIO

N

JOB S

ATISFACTIO

N

IVA 1 – CMM & Job Satisfaction

55

44

33

22

11

TIMETIME

WIL

LINGNESS T

O EM

BRACE CHANGE

WIL

LINGNESS T

O EM

BRACE CHANGE

IVA 2 – CMM & Change Adoption

55

44

33

22

11

TIMETIME

COLLECTIVE LEARNIN

G & SHARIN

G

COLLECTIVE LEARNIN

G & SHARIN

G

IVA 3 – CMM & Collective Learning

Benefits : to different stakeholders

Client Organization

Investors

Helps in driving Vision

Meet or Exceed expectations

Client Satisfaction or Delight

Competitiveness

Cycle time

Productivity

Profitability

Post release defects

Quality Culture

Continuous improvement

Some ripple effect facts of low-sigma performance

A dissatisfied customer will tell nine to ten people about an unhappy experience, even more people if the problem is not serious

The same customer will only tell five people if a problem is handled satisfactorily

Thirty-one percent of customers who experience service problems never register complaints, because it is “too much trouble”, there is no easy channel of communication, or because they believe that no one cares

Of that 31 percentage, as few as 9 percent will do additional business with company

As customers get more and more demanding and impatient, these high levels of defects put a company in serious risk

Value for money• Consistency & predictability of service

On time delivery

– Improved metrics driven Project planning & tracking

– Estimation process stabilized

– Productivity increased

Lower defects

Lower reworks

Ability to adapt to newer technology

Ability to adapt to shorter duration projects

Ability to manage the impact of attrition ……

Higher Maturity….Benefits to Customer

Improved customer satisfaction

• Through consistent & predictable delivery Ability to help customers in planning

Ability to motivate people to perform better

• Able to confront/support views with data

• Defect prevention

• productivity improvement

• Sleepless nights have reduced for technical persons Quality has moved from preaching to practicing in major part of the organization

The Benefits – to the organization

Basics are not questioned anymore

…Benefits to individual

Enhances team working conditions as each member becomes more reliable

Shorter learning curves as experiences are recorded and lessons learnt taught to newcomers

Personal satisfaction in improved performance and relationships with other team members

G

Thank You

ProcessFramework.ppt

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