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SOFTWARE PROCESS IMPLEMENTATION & IMPROVEMENT
byMitta RoutCapgemini - India
Page 2
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
Page 3
PARTICIPANTS
• Name
• Experience
• Knowledge of Quality / Process / Models
• Your expectations
FACULTY
FINDING THE STARTING..
Page 4
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..
Page 6
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)
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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...
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What suits one customer might not suit the next
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INPUTINPUT OUTPUTOUTPUT PROCESSPROCESS
TOOLS TOOLS PEOPLEPEOPLE
PROCEDURES & PROCEDURES & TASK RELATIONSHIPSTASK RELATIONSHIPS
INTEGRATE TOINTEGRATE TOPRODUCE DESIREDPRODUCE DESIRED
END RESULTSEND RESULTS
Definition of Process
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High Level Process Architecture
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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
Page 13
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
Page 14
Management Responsibilit
y
Product
realization
ISO: Quality Mgmt. System / Continual Improvement
Measurement, analysis,
improvement.Resource
Mgmt.
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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
Page 16
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
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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
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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
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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
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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
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@ 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
Page 24
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
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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
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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
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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
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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
Page 31
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
Page 32
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
Page 33
Control chart of process improvementControl chart of process improvement
Original zone of efficiency
New zone of efficiency
Dealing with Common causes of variation
Page 37
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
Page 38
Preparation
Activity
Evaluation
Standards ResultsTo produce
To Forecast
Input to
To improve
Input to
Input to
Demonstrating 5 Levels
Page 39
What is Sigma?
Continuous Improvement - Six Sigma
Page 40
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
Page 41
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”
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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”
Page 43
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
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Value of Process Improvement
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IMMATURE SITUATIONIMMATURE SITUATION
PERFORMANCEPERFORMANCE
EVAEVA
IVAIVA
CAPABILTYCAPABILTY
MATURITY EXPECTATIONSMATURITY EXPECTATIONS
MATURITYMATURITY
Expectations
Page 48
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
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OutIn11
22
33
44
55
Probability
Time/$/...
Target
N
N+a
N-x
N-y
N-z
Levels
Management---------------Project
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55
44
33
22
11
TIMETIME
MATURITY
MATURITY
COST TO DO WORK
COST TO DO WORK
EVA 1 – Cost to do Work
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55
44
33
22
11
TIMETIME
MATURITY
MATURITY
DEFECTS RATES / LEVEL
DEFECTS RATES / LEVEL
EVA 2 – Defects Level
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55
44
33
22
11
TIMETIME
MATURITY
MATURITY
CYCLE TIME
CYCLE TIME
EVA 3 – Cycle Time
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55
44
33
22
11
TIMETIME
CUSTOMER SATIS
FACTION
CUSTOMER SATIS
FACTION
EVA 4 – Customer Satisfaction
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55
44
33
22
11
TIMETIME
JOB S
ATISFACTIO
N
JOB S
ATISFACTIO
N
IVA 1 – CMM & Job Satisfaction
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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
Page 56
55
44
33
22
11
TIMETIME
COLLECTIVE LEARNIN
G & SHARIN
G
COLLECTIVE LEARNIN
G & SHARIN
G
IVA 3 – CMM & Collective Learning
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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
Page 60
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
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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
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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
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…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
Page 64
Thank You