Better Software Practice for Business Benefit : Principles and Experience

by Messnarz, Richard; Tully, Colin

• ISBN13: 9780769500492
• ISBN10: 0769500498
• Edition: 1st
• Format: Paperback
• Copyright: 1999-10-11
• Publisher: Wiley-IEEE Computer Society Pr

Summary

Thirty authors from leading European companies combine theory with industrial experience resulting in a comprehensive overview of different software process improvement methodologies. Based on the results of three international conferences organized by ISCN, International Software Collaborative Network, Better Software Practice for Business Benefit covers different improvement methodologies and a thorough discussion of process improvement issues from business to success. In this book, you will find a large set of different improvement methodologies and a thorough discussion of process improvement issues from business to success. The book's three parts - Principles, Experience, and Summary and Outlook - use industrial case studies to illustrate the implementation of business strategies and improvement methodologies, looks into the future of process improvement initiatives, outlines available process analysis and assessment methodologies, and details improved planning strategies including goal based measurement. Process groups, quality engineers, and consultants with a vital interest in basic information about structured evaluation and improvement will benefit from this book. Project managers on various levels within all organizations dealing with software can also use this handbook.

Table of Contents

Preface	iii
Scope of the Book	iii
Target Audience	iii
The Book's Architecture	iii
Principles	iv
Experience	iv
Summary and Outlook	v
Background and History	v
PART I--PRINCIPLES
Road Map for Readers and How to Use the Book	1	(14)
Introduction	1	(1)
Motivation Underlying the Book	1	(3)
Combined Use of Methodologies	1	(2)
A More People-Oriented Process View	3	(1)
An Inclusion of the Business Context in General	3	(1)
Different Process Improvement Languages and Target Groups	3	(1)
Structural Analysis of the Book	4	(3)
Structure of Part I--Principles	4	(1)
Structure of Part II--Experience	5	(1)
Principles and Experience--Links Between Chapters of Parts I and II	5	(2)
Types of Improvement Projects	7	(2)
Technology Transfer Based Improvement	7	(1)
Process Modeling Based Improvement	8	(1)
Training Based Improvement	9	(1)
The ESSI Process Improvement Model	9	(1)
Assignment of Chapters to Phases of the Improvement Process	10	(1)
Decision Support	11	(2)
Target Groups	11	(1)
Road Map for Business Managers	11	(1)
Road Map for Middle, Project, or Quality Managers	12	(1)
References	13	(2)
The Software Process in the Context of Business Goals and Performance	15	(14)
Introduction	15	(1)
Winds of Change	16	(1)
Software: Critical Success Factor and Crisis	16	(1)
Business Motivations	17	(5)
Financial Leverage	17	(1)
Operating Leverage	18	(2)
Production Leverage	20	(1)
Marketing Leverage	21	(1)
Human Leverage	21	(1)
From Product Quality to Process Improvement--a Business Decision Oriented Approach	22	(3)
Multiple-Criteria Decision Making (MCDM)	22	(1)
Product Quality Evaluation	23	(1)
Decisions Depending on Sustainable Reliability	24	(1)
Decisions Related to Software Process Assessment and Improvement	25	(1)
Conclusion	26	(1)
References	27	(2)
Software Process Analysis and Improvement: Concepts and Definitions	29	(22)
Introduction	29	(1)
Software Engineering Philosophy	29	(3)
The Complexity of Problems	30	(1)
A Rapidly Changing World	30	(1)
A Higher Level of Abstraction	31	(1)
Humans Are Error Prone	31	(1)
Dynamic Process Architectures	32	(2)
Systems Thinking	34	(3)
Process Models and Views	34	(1)
The Fine-Graining of Process Models	35	(1)
Roles and Ownership	36	(1)
Resources	37	(1)
Process Evolution	37	(1)
All Things Flow--Change as a Natural Requirement	37	(1)
Definition of Software Process	37	(1)
Process Analysis Paradigms	38	(6)
Definition of Software Process Analysis	38	(1)
Empirical Approaches	39	(1)
Assessment and Benchmarking Approaches	40	(1)
Tailoring and Reengineering	41	(3)
Creating a Frame of Mind	44	(1)
References	45	(4)
Recommended Reading	49	(2)
Software Process Analysis and Improvement: A Catalogue and Comparison of Models	51	(56)
Introduction	51	(1)
The Software Capability Maturity Model	52	(4)
Catalogue of Models and Methods	56	(16)
Software Engineering Institute (SEI), Carnegie Mellon University, Pittsburgh, PA	57	(2)
Software Engineering Laboratory (SEL), University of Maryland	59	(1)
U.S. Department of Defence (DoD)	60	(1)
International Council on Systems Engineering (INCOSE)	60	(1)
International Organisation for Standardisation (ISO)	60	(1)
International Standards Group for Software Engineering (ISO/IEC JTC1/SC7)	61	(2)
Commission of the European Communities (CEC)	63	(3)
European Space Agency (ESA)	66	(1)
UK Government, Department of Trade and Industry (DTI)	66	(2)
Quality Awards	68	(1)
Commercial Proprietary	69	(1)
Corporate In-House	70	(2)
Classification of Measurement Models	72	(16)
Detailed Comparison of BOOTSTRAP, CMM and SPICE	88	(11)
The Original BOOTSTRAP Process Model	88	(2)
The SPICE Process Model	90	(2)
Scoring and Rating	92	(5)
Conclusions: The SPICE-Conformant BOOTSTRAP Methodology	97	(1)
The New BOOTSTRAP Process Model	97	(1)
Future BOOTSTRAP Results	98	(1)
Process Improvement Planning	99	(1)
Software Process Improvement Models in the Context of Business Performance	100	(3)
A Backward Look at Process Maturity Models	103	(1)
References	104	(3)
Goal-Based Software Process Improvement Planning	107	(44)
Introduction	107	(2)
The Necessary Components for a Successful Software Process Improvement Approach	109	(1)
Goal-Oriented Improvement Framework	110	(12)
Taxonomy of Software Process Improvement Strategies	110	(1)
The Shewhart Cycle: The Basis of Process Improvement	110	(2)
Software Engineering Laboratory Process Improvement Strategy	112	(2)
ami:A Quantitative Approach to Process Improvement	114	(1)
``Assess'' Activity: Assessing the Project Environment	115	(2)
``Analyse'' Activity: Defining Goals and Metrics	117	(2)
``Metricate'' Activity: Implementing the Measurement Plan	119	(1)
``Improve'' Activity: Exploiting the Measures	120	(2)
SEI IDEAL Approach	122	(1)
SPICE Process Improvement Guide	122	(2)
Conclusions on Software Process Improvement Strategies	124	(1)
Building Goal Tree to Structure Improvement Programs	125	(8)
Introduction to the Proposed Approach	125	(1)
Critical Role of Measurement in Any SPI Program	125	(1)
Upfront Activities with Regards to Business Goals	126	(3)
Step 1: Define SPI Goals	129	(2)
Step 2: Define High-Level Improvement Actions	131	(1)
Step 3: Derive Metrics	131	(1)
Next Steps: Build Initial Action Plan and Get Commitment	132	(1)
Case Studies	133	(14)
Introduction	133	(1)
Application to CMM-Based Assessment	134	(4)
Application to BOOTSTRAP	138	(4)
Application to ISO 9000-3	142	(1)
Application to SPICE	143	(4)
Conclusion	147	(1)
References	148	(2)
Recommended Readings	150	(1)
Process and Product Measurement	151	(26)
Introduction	151	(1)
Measurement in Software Engineering	152	(4)
Software Metrics: A Long History	152	(1)
Definition of ``Management by Metrics''	152	(1)
Usage of Software Metrics	153	(1)
Existing Guidelines to Set Up a Management by Metrics Program	154	(1)
How to Set Up, Feed, and Care for a Management by Metrics Program	155	(1)
Product Measurement	156	(3)
Specifying and Measuring Software Quality	156	(2)
Evaluating Software Product Quality	158	(1)
Product Measures: A Reference	159	(7)
An Example: Reliability Evaluation and Prediction	159	(3)
An Example: Maintainability Evaluation	162	(1)
An Example: Usability Evaluation	162	(2)
ISO 9126 and ISO 9000: Friends or Foes?	164	(2)
Process measurement	166	(6)
Measurement for Project Control and Process Management	166	(2)
Measurement for Tracking the Effectiveness of Process Improvement	168	(3)
Case Studies from Industrial Experiences	171	(1)
Cost Benefit Analysis	171	(1)
Lessons Learned from the Application of Metrics Programs	172	(1)
References	173	(4)
Costs and Benefits of Software Process Improvement	177	(22)
Introduction	177	(1)
The Costs of Software Process Improvement	178	(5)
Costs of Assessment and Improvement Based on the CMM	178	(3)
Costs of Assessments Based on SPICE	181	(1)
Costs of Registration to ISO 9001	182	(1)
Costs of Measurement-Based Process Improvement	182	(1)
The Benefits of Software Process Improvement	183	(3)
Benefits of Improvement Based on the CMM	183	(1)
Benefits of Registration to ISO 9001	183	(2)
Benefits of Improvement Using Other Models	185	(1)
Benefits of Measurement-Based Improvement	185	(1)
Attaining the Benefits from Process Improvement	186	(4)
Evidence for Customising Improvement Efforts	186	(2)
Evidence for Considering Nonprocess Factors	188	(1)
Evidence for Goal-Directed Improvement	189	(1)
Success Factors for SPI	190	(1)
Threats to the Validity of Benefits Studies	190	(4)
Biases of Particular Evaluation Methods	192	(1)
Appropriate measurement	193	(1)
Method of Data Analysis	194	(1)
Concluding Remarks	194	(1)
Acknowledgments	195	(1)
References	195	(4)
PART II--EXPERIENCE
Siemens Process Assessment Approach	199	(14)
Introduction	199	(1)
The Siemens Assessment Approach	200	(5)
Enhancements to the Siemens Assessment Methodology	203	(2)
Contents and Goals of OPAL	205	(2)
Improvement Projects	207	(5)
Starting an Improvement Program	207	(2)
Experience Data	209	(1)
Maturity Level	209	(1)
Frequent Weaknesses	209	(1)
Typical Problems of Improvement Programs	210	(1)
Cost/Benefit Calculation for OPAL	211	(1)
References	212	(1)
Quantifying the Benefit of a Long-Lasting Process Improvement Programme in Switching Applications	213	(24)
Introduction	213	(1)
The Foundations for SPI at Italtel	214	(3)
Software Process Improvement at Italtel	214	(1)
The Reference Development Process	215	(1)
A Model for Process Improvement: PDCA	215	(2)
Quantifying the Benefits of a Long-Lasting PI Program in the Switching
Application Domain	217	(1)
Architecture and Features of the Linea UT System	217	(1)
PLAN: Initiating SPI through Process Assessment at Italtel Linea UT	218	(1)
DO: Process Improvement Actions at Italtel Linea UT	218	(8)
CHECK: The Impacts of SPI at Italtel Linea UT	226	(7)
ACT: Deployment at Italtel BUCT	233	(1)
Steps Ahead	233	(1)
A Technical Insight: Combining process Improvement with Technology Evolution	234	(1)
References	234	(3)
From Assessment to Improvement: An Experience in the GSM Application Domain	237	(30)
Introduction	237	(1)
Architecture and Features of GSM Systems	238	(1)
PLAN: Initiating SPI through Process Assessment at Italtel RM	238	(4)
The Software Process Assessment Experience	238	(2)
Results from the Assessment	240	(1)
An Appraisal of the Assessment Experience	240	(1)
The Process Improvement Plan	241	(1)
DO: Process Improvement Actions at Italtel RM	242	(10)
Process Improvement Organisational Issues	242	(2)
Process Improvement Actions	244	(1)
Actions Related to Planning/Tracking/Oversight	244	(1)
A Technical Insight: Strengthening Oversight Mechanisms through Progress Trend Analysis (PTA)	245	(1)
Actions Related to Requirements Engineering	246	(1)
A Technical Insight: Improvement in Interface Specifications	247	(1)
Actions Related to Testing	247	(1)
A Technical Insight: Strengthening of Host Testing	248	(1)
Actions Related to Technology Innovation	249	(2)
A Technical Insight: Enforcement of Formal Specifications Languages and Tools	251	(1)
CHECK: The Impacts of SPI at Italtel RM	252	(7)
Planning and Tracking the SPI Project	252	(1)
The Accompanying Actions	253	(1)
A Technical Insight: Measuring the Maintainability Index	254	(5)
ACT: Deployment at Italtel RM	259	(1)
Problems to Overcome	259	(1)
Leverages to Overcome Barriers	260	(1)
Conclusion	260	(3)
Lessons Learned from SPI at Italtel	263	(2)
References	265	(2)
Process Improvement in Internet Service Providing	267	(14)
Introduction	267	(1)
Onion Involvement in Software Development/Usage	268	(1)
PLAN: Analysis of the Initial Status of Software Engineering Practices	269	(1)
The process Improvement Plan	270	(1)
DO: The PI3 Project	270	(5)
Process Improvement Work Plan	271	(1)
Process Improvement Actions: Website Testing	272	(1)
Process Improvement Actions: Object-Oriented (OO) Configuration Management and Document Control	273	(1)
Process Improvement Actions: Web-Based Quality Management System	274	(1)
CHECK: The Approach to Measurement	275	(1)
ACT: Benefits Achieved and Lessons Learned	276	(3)
Technical Impacts and lessons Learned	276	(1)
Business Impacts and Lessons Learned	276	(1)
Organisational Impacts and Lessons Learned	277	(1)
Cultural Aspects and Lessons Learned	277	(1)
Strengths and Weaknesses of the Experience	278	(1)
References	279	(2)
Alcatel's Experience with Process Improvement	281	(22)
Introduction	281	(1)
Alcatel Software Process Improvement Initiative	281	(2)
Motivation	281	(1)
Approach Used	282	(1)
Lessons	283	(3)
Tailoring	283	(1)
Assessment First?	284	(1)
Strategy for Improvement	284	(1)
Link to Business	285	(1)
ISO 9001 versus CMM Assessment	285	(1)
Cultural Issue	285	(1)
Alcatel Austria's Experiences with Quality Approaches	286	(7)
Motivation	286	(1)
Assessment/Improvement/Reengineering	287	(1)
ISO9001, TickIT, ISO 9000-3	288	(3)
TEQA	291	(2)
Lessons Learned	293	(3)
Continuous Quality Improvement in Telecommunication Systems Development	296	(5)
Introduction	296	(1)
ALCATEL 1000 E10 Improvement Policy	296	(1)
ISO 9000 Approach: a Step toward Mastering Quality	296	(2)
From ISO 9000 to CMM	298	(1)
CMM Approach: a Step toward process maturity and Improvement	298	(3)
References	301	(2)
Software Process Identification: A Case Study Using the ISO/IEC 12207 Software Life Cycle Processes Standard	303	(14)
Introduction	303	(2)
Company Context	304	(1)
Starting Scenario	304	(1)
Methodology	305	(2)
Preliminary Phase	305	(1)
Operational Phase	306	(1)
Standards and Tools Used	307	(2)
Concepts and Principles of the ISO/IEC 12207 Standard	307	(1)
ISO/IEC SPICE Components Used	308	(1)
Operational Guidelines	309	(1)
Performing the Project	309	(5)
Process and Activities Identification	309	(1)
Detailed Description of Each Activity	310	(1)
Estimating the Performance of the Support Processes	311	(1)
Quality Requirements	311	(2)
Estimating the Efficiency of the Activities	313	(1)
Next Steps	314	(1)
Lessons learned	314	(1)
The Method	314	(1)
Using Standards	314	(1)
References	314	(3)
Experience With A Lean Team Model and Open Architecture Culture	317	(14)
Introduction	317	(1)
Introduction to FESTO Vienna and the SWE Profit Centre	318	(1)
Glossary	318	(2)
Starting Scenario	319	(1)
Process Analysis	320	(2)
BOOTSTRAP Assessment	320	(2)
The Improvement Project	322	(1)
ESSI Proposal and Schedule	322	(1)
Team Model Requirements	322	(1)
Improvements Achieved After the Experiment	323	(1)
Improvement Activities Performed	323	(1)
Organisation	323	(1)
The Life Cycle and Team Model	323	(1)
Programming by Contract	324	(1)
Other Roles	324	(1)
Project manager	324	(1)
Customer Contact Person	325	(1)
The Concept of Reuse	325	(3)
A Sample Part of a Role Interaction Model	326	(1)
Data-Collection Plan	327	(1)
Internal Dissemination	328	(1)
The Effects on the ODB Baseline Project	328	(1)
Key Lessons Learned	328	(2)
Technological Point of View	328	(1)
The Results from a Business Point of View	328	(2)
A Summary of the Strengths and Weaknesses of the Experiment	330	(1)
Strengths	330	(1)
Weaknesses	330	(1)
AIMing for Increases In Software Process Maturity: Some Irish Case Studies	331	(24)
Introduction	331	(1)
Case Study Companies Introduced	332	(7)
Sponsor's Role	332	(1)
Assessment Variations	333	(1)
Provement Life Cycle	334	(1)
Providing Resources and Managing the Project	334	(1)
Role of Training and Coaching	335	(1)
Process Automation	336	(1)
Results Obtained	336	(1)
Sustaining Improvement	337	(1)
Experience with Clusters and Networking	338	(1)
Summary of Case Studies and Benchmark Questions	339	(1)
An ``IDEAL'' Process Improvement Life Cycle	339	(12)
Case Study Background---aimware Ltd	339	(1)
Initiating Phase	340	(2)
Diagnosing Phase	342	(3)
Establishing Phase	345	(2)
Acting Phase	347	(2)
Leveraging Phase	349	(2)
Results Achieved---The Proof Is in the Eating!	351	(1)
Summary and Conclusions	351	(1)
References	352	(1)
Recommended Reading	352	(1)
Acknowledgments	353	(2)
Success Factors and Barriers for Software Process Improvement	355	(18)
Introduction	355	(1)
Paradigms	356	(1)
Background	356	(3)
Review of the SEI Study	356	(1)
Hypothesized Relationships	357	(2)
Research Method	359	(3)
Data Collection	359	(2)
Interpreting the Results	361	(1)
Results	362	(7)
Description of Sample	362	(2)
Bivariate Relationship Analysis	364	(3)
Recommendations	367	(1)
Limitations	368	(1)
Conclusions	369	(1)
References	369	(1)
Appendix	370	(3)
Applying Quantitative ISO Auditing Techniques--The BICO Approach	373	(16)
Introduction	373	(1)
The BICO Method	374	(2)
General	374	(1)
BICO Life Cycle	374	(1)
The BICO Audit Process	375	(1)
Benefits of BICO	376	(1)
Deployment of BICO	376	(3)
General	376	(1)
BICO Audits	377	(2)
Process Improvement Based on BICO Audits (BICO Life Cycle)	379	(1)
Case Study	379	(8)
Background	379	(1)
Target Organisation	380	(1)
Starting Point	380	(2)
Process Improvement Activities Started After the First BICO Audit	382	(1)
Results of the PI Activities	383	(3)
Acceptance and Human Aspects at the Target Organisation	386	(1)
Future Outlook	387	(1)
References	387	(2)
PART III--CONCLUSION
Summary and Outlook	389	(4)
The Book's Message in General	389	(2)
What Makes Europe Different from the United States	389	(1)
The Effects of a Multicultural European Interpretation	390	(1)
A Set of European Success Criteria	391	(2)
SPI Driven by Business	391	(1)
People as an Asset of the Company	392	(1)
Goals as a Translation of Different Viewpoints	392	(1)
An SPI Shop with a Large Selection	393	(1)
A European-Like Interpretation of SPI	393