Software Development: Tools and Processessuraj.lums.edu.pk/~cs564s07/w07/slides/CS564_9.pdf ·...

Software Development: Software Development: Tools and ProcessesTools and Processes

Lecture Lecture --9: PA discussion9: PA discussion

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CMMI Process AreaCMMI Process AreaIn continuous representation there are In continuous representation there are four categories of Pasfour categories of Pas•• Process managementProcess management•• Project managementProject management•• EngineeringEngineering•• SupportSupport

Each categories has PA which can either Each categories has PA which can either be basic or advancedbe basic or advancedExcept Support Except Support PAsPAs, all other categories , all other categories PAsPAs, are linked with each other, are linked with each other

3

Organization of Process Areas

Requirements Management Total 6 PARequirements DevelopmentTechnical SolutionProduct IntegrationVerificationValidation

Engineering

ProjectManagement

Project Planning Total 8 PAProject Monitoring and ControlSupplier Agreement ManagementIntegrated Project Management(IPPD)Integrated Supplier Management (SS)Integrated Teaming (IPPD)Risk ManagementQuantitative Project Management

Organizational Process Focus Total 5 PAOrganizational Process DefinitionOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment

ProcessManagement

Configuration Management Total 6 PAProcess and Product Quality AssuranceMeasurement and AnalysisCausal Analysis and ResolutionDecision Analysis and ResolutionOrganizational Environment for Integration (IPPD)

Support

Category Process Area

4CMMI Combined Tutorial Feb 16, 2004

Process Management Process Areas

• There are five Process Management Process Areas:–Organizational Process Focus–Organizational Process Definition–Organizational Training–Organizational Process Performance–Organizational Innovation and Deployment


Understanding Process Management Process Areas

•The process management PAs apply across the organization as a whole and provide details that support the Capability Level 3 Generic Goal.


Organizational Process Definition

• Purpose:

• Establish and maintain a usable set of organizationalprocess assets.


Organizational Process Definition - Context

Establish the Organization’s Measurement

Repository

Establish the Organization’s

Process AssetLibrary

ProcessImplementers

EstablishTailoring

Criteria andGuidelines

Establish Life-Cycle

Model Descriptions

Establish Standard

Processes

Establish Organizational Process Assets

Life Cycle Models

Organizational Standard Processes

Organizational Library of Process

Documentation

Organizational Measurement

Repository

Improvements

OPF

Deploy-ment

Tailoring Guidelines


Organizational Process Focus

• Purpose:

• Plan and implement organizational process improvement based on a thorough understanding of the current strengths and weaknesses of the organization’s processes and process assets.


Organizational Process Focus - Context

Selected Improvements

Improvement Initiatives

Pilots, Action

Teams

• Strengths •& Weakness

Appraise Org’s

Processes

Identify Org.’sProcess

Improve- ments

EstablishOrganizational

ProcessNeeds

Process Needs and Objectives

DetermineProcessImprovementOpportunities

Establish Process Action Plans

ImplementProcessActionPlans

Process Action plans

Organizational Process Assets

IncorporateProcess-Related

Experiences

Deploy Organizational

ProcessAssets

Planand ImplementProcessImprove-mentActivities


Organizational Training

•Purpose:

•Develop the skills and knowledge of people so they can perform their roles effectively and efficiently.


Organizational Training - Context

DeliverTraining

Materials

Records Change Requests

AssessTraining

EffectivenessEstablishTrainingRecords

Surveys

Records

Provide Necessary Training

Establish the Strategic Training

Needs

Analysis Needs Strategy Reqmts

Determinewhich TrainingNeeds are theResponsibility

of the Org.

Obtaining Materials

Training Repository

Establish an Organizational Training Capability

Establish Training

Capability

Establish anOrganizational

TrainingTactical Plan


Organizational Process Performance

•Purpose:

•Establish and maintain a quantitative understanding of the performance of the organization’s set of standard processes in support of quality and process-performance objectives, and to provide the process performance data, baselines, and models to quantitatively manage the organization’s projects.


Organizational Process Performance - Context

ML 4 Process Area

EstablishQuality and

ProcessPerformance

Measures

Organizational Process Performance Baselines

Process Performance

Models

Organization’sStandard Processes

Project ProcessMeasurements

SelectProcesses

Selected Subprocesses from Org. Std. Processes

BusinessObjectives

Organizational Process Performance Objectives

EstablishProcess

PerformanceModels

Establish Process

PerformanceObjectives

EstablishProcess

PerformanceBaselines

•Org set of measures

QPM

QPM

BusinessObjectives

Establish Performance Baselines and Models

MA


Organizational Innovation and Deployment

• Purpose:

• Select and deploy incremental and innovativeimprovements that measurably improve the organization’s processes and technologies. The improvements support the organization’s quality and process-performance objectives as derived from the organization’s business objectives.


Organizational Innovation and Deployment - Context

ML 5 Process Area

Manage theDeployment

MeasureImprovements

EffectsPlan the

Deployment

Deploy Improvements

Collectand AnalyzeImprovement

Proposals

MeasurementResults

PilotImprovements

Improvement Proposalsand Analysis

Select Improvements

for Deployment

Improvements

Select Improvements

Identifyand AnalyzeInnovations


Project Management Process Areas

• There are six Project Management Process Areas.–Project Planning–Project Monitoring and Control–Supplier Agreement Management–Integrated Project Management–Quantitative Project Management–Risk Management


Project Planning

• Purpose:

• Establish and maintain plans that define project activities.


Project Planning - Context

PlanningData

EstablishEstimates

ObtainCommitmentto the Plan

Develop a Project Plan

PMC

Project Plans



Determine Estimates

of Effortand Cost

Establish Estimates

Estimate the Scope

of the Project

EstablishEstimates of

Work Product and Task Attributes

Define ProjectLife Cycle

PlanningData



Establish the Budget

andSchedule

Planning Data

Develop a Project Plan

Planfor Data

Management

Plan Stakeholder

Involvement

Plan forProject

Resources

Project Plans

Establishthe Project

Plan

IdentifyProject Risks

Plan forNeeded

Knowledge and Skills



Obtain Commitment to the Plan

ReconcileWork andResource

Levels

ReviewPlans that

Affect the Project

ObtainPlan

Commitment

ProjectPlans


Project Monitoring and Control

• Purpose:

• Provide understanding into the project’s progress so that appropriate corrective actions can be taken when the project’s performance deviates significantly from the plan.


Project Monitoring and Control- Context

Project Plans

Monitor Project Risks

Monitor Commitments

AnalyzeIssues

TakeCorrective

Actions

ConductMilestoneReviews

MonitorData

Management

Monitor Project

PlanningParameters

ManageCorrective Actions

to ClosureMonitor Project Against Plans

ConductprogressReviews

Monitor StakeholderInvolvement

ManageCorrective Actions PP


Supplier Agreement Management

• Purpose:

• Manage the acquisition of products from suppliers for which there exists a formal agreement.


Supplier Agreement ManagementContext

Product

List of Products

EstablishSupplier

Agreements

Supplier Agreement

ReviewCOTS

Products

Determine Acquisition

Type

TransitionProducts

Accept the Acquired

Product

SelectSuppliers

Supplier Requirements

Executethe SupplierAgreement

Establish Supplier Agreements

Satisfy Supplier Agreements


Integrated Project Management

• Purpose:

• Establish and manage the project and the involvement of the relevant stakeholders according to an integrated and defined process that is tailored from the organization’s set of standard processes.


Integrated Project Management - Context

ManageStakeholderInvolvement

ManageDependencies

ResolveCoordination

Issues

Coordinate with Relevant

Stakeholders

Documented Technical

Issues

Documented Critical

Dependencies

Agendas and Schedules for Collaborative

Activities

Use the Project’s Defined Process Defined Process Based

Project Plan

Project’s Defined Process

Use Org Proc Assets for Planning

ProjectActivities

Integrate PlansOPD

• Estimates and Measures• Documentation• Lessons Learned

Other Project& Org Functions

Establishthe Project’s

Defined Process

Contributeto Org

ProcessAssets

ManageProject Using

Integrated Plans


Risk Management

• Purpose:

• Identify potential problems before they occur, so that risk handling activities may be planned and invoked as needed across the life of the product or project to mitigate adverse impacts on achieving objectives.


Risk Management - Context

IdentifyRisks

Evaluate, Categorize, and

PrioritizeRisks

Identify and Analyze Risks

From Project Planning and Project Monitoring

and Control

DevelopRisk

MitigationPlans

ImplementRisk

MitigationPlans

Mitigate Risks

DAR

Risk Repository

DetermineRisk

Sourcesand

Categories

DefineRisk

Parameters

Prepare for Risk Management

Establish a Risk

ManagementStrategy


Quantitative Project Management

• Purpose:

• Quantitatively manage the project’s defined process to achieve the project’s established quality and process-performance objectives.


Quantitative Project Management - Context

SubprocesseCapabilityMeasure

Statistically Manage Subprocess Performance

RecordStatistical

ManagementData

MonitorPerformance of Selected

Subprocesses

ApplyStatistical

Methods toUnderstand

Variation

SelectMeasures

and AnalyticTechniques

StableSub-

processes

SelectedSubprocesses

OPP

Predictions ofQuality and

Process Performance

OrganizationMeasurement

Repository

EstablishProject’s

Objectives

Compose the Defined

Process

Quality and ProcessPerformance Objectives

Remedial Actions

Selectthe

Subprocessesthat will beStatisticallyManaged

Quantitatively Manage the Project

ManageProject

Performance

Project’sDefinedProcess

Definitions ofMeasures;

DerivedObjectives


Support Process Areas

There are five Support Process Areas:

• Configuration Management

• Process and Product Quality Assurance

• Measurement and Analysis

• Causal Analysis and Resolution

• Decision Analysis and Resolution


Understanding Support Processes

• Support process areas cover the practices that support product development, maintenance, and acquisition.

• They provide essential processes used by all the CMMI process areas, and are typically used in the context of performing other processes.


Basic Support Process Areas

PPQAMA

CM

All process areas

Information needs

Configuration items;change requests

Processes and work products;standards and procedures

Quality and noncompliance issues

Measurements,analyses

Baselines;audit reports


Configuration Management

• Purpose:

• Establish and maintain the integrity of work products using configuration identification, configuration control, configuration status accounting, and configuration audits.


Configuration Management - Context

EstablishConfig Mgmt

Records

PerformConfiguration

Audits

Audit Results

Status

Establish Integrity

Change RequestDatabase

ChangeRequests

Create orRelease

Baselines

Establisha Config.

ManagementSystem

IdentifyConfiguration

Items

Establish Baselines

ControlConfiguration

Items

TrackChange

Requests

Track andControlChanges

ConfigurationManagement

System

ActionItems


Process and Product Quality Assurance

• Purpose:

• Provide staff and management with objective insight into processes and associated work products.


Process and Product Quality Assurance - Context

Work Products

Reports and Records

Objectively

EvaluateProcesses

ObjectivelyEvaluate

Work Products

& Services

Objectively Evaluate Processes and Work Products

EstablishRecords

Communicateand Ensure

Resolution ofNon-compliance

Issues

Provide Objective Insight


Measurement and Analysis

• Purpose:

• Develop and sustain a measurement capability that is used to support management information needs.


Measurement & Analysis - Context

Measurement Indicators

CollectMeasurement

Data Communicate

Results

StoreData &Results

Analyze Measurement

Data

Provide Measurement Results

Measurement Personnel

Measurement Repository

Measurement Objectives Procedures, Tools

SpecifyMeasures

EstablishMeasurement

Objectives

SpecifyAnalysis

Procedures

SpecifyData

Collectionand StorageProcedures

Align Measurement Analysis Activities


Causal Analysis and Resolution

• Purpose:

• Identify causes of defects and other problems and take action to prevent them from occurring in the future.


Causal Analysis and Resolution - Context

SelectData for Analysis

AnalyzeCauses

Defect &Problem

Data

DetermineCauses of Defects

ImplementAction

Proposals

EvaluateEffect ofChanges

RecordData

ActionProposal

Action Plans

CAR Records

PerformanceMeasures

Address Causesof Defects


Decision Analysis and Resolution

• Purpose:

• Analyze possible decisions using a formal evaluation process that evaluates identified alternatives against established criteria.


Decision Analysis and Resolution -Context

Establish Guidelinesfor Decision

Analysis

Guidelines

Evaluate Alternatives

SelectEvaluationMethods

Methods Criteria

Establish Evaluation

Criteria

SelectSolutions

IdentifyAlternative Solutions

ProposedAlternatives

EvaluateAlternatives

Other PAs


Engineering Process Areas

• There are six Engineering Process Areas.

• Requirements Management

• Requirements Development

• Technical Solution

• Product Integration

• Verification

• Validation


Requirements Management

•Purpose:

•Manage the requirements of the project’s product and product components and identify inconsistencies between those requirements and the project’s plans and work products.


Requirements Management Context

Requirements

Obtain anUnderstanding

of Requirements

CL2Obtain

Commitmentto

Requirements

IdentifyInconsistenciesbetween Project

Work and Reqmts

TraceabilityHierarchy

CL2Maintain

Bi-directional Requirements Traceability

Manage Requirements

Manage Requirements

Changes


Requirements Development

• Purpose:

• Produce and analyze customer, product, and product component requirements.


Requirements Development -Context

Develop Customer

Requirements

CustomerRequirements

ProductRequirements

DevelopProduct

Requirements

Analyze andValidate

Requirements

ValidatedRequirements


Requirements Development Context

Develop theCustomer

Requirements


Develop Customer Requirements

Collect Stakeholder

Needs

CL2 Elicit Needs


Requirements DevelopmentContext

EstablishProduct &Product

ComponentRequirements

ProductRequirements

Develop Product Requirements

AllocateProduct and

Product-Component

Requirements

IdentifyInterface

Requirements



Requirements DevelopmentContext

EstablishOperationalConcepts

& Scenarios

Establish a Definition of

RequiredFunctionality

CL3Analyze

Requirementsto Achieve

Balance

Analyze Requirements

ProductRequirements


Analyze and Validate Requirements

ValidateRequirements

CL2Validate

Requirementswith

ComprehensiveMethods


Technical Solution

• Purpose:

• Design, develop, and implement solutions to requirements. Solutions, designs and implementations encompass products, product components, and product related life-cycle processes either singly or in combinations as appropriate.


Technical Solution - Context

Select Product-Component

Solutions


DeliveredProduct

Develop the Design

Implement theProduct Design

Alternative Designsand Evaluation Criteria

Design Detail &Documentation



DevelopAlternative

Solutions andSelectionCriteria

Select Product Component Solutions

CL 2Develop Detailed

Solutions andSelectionCriteria

Alternative SolutionsSelection Criteria

New Technology Evaluations

SelectProduct

ComponentSolutionsSelection Decisions

Compliance w/ Reqmts

DAR

CL 2Evolve

OperationalConcepts &Scenarios

Operational ScenariosTimeline Analysis

Use CasesValidated

Requirements


Designthe Product or ProductComponent

Develop the Design

Establish aTech DataPackage

Tech DataPackage

EstablishInterface

Descriptions

CL 3Design

InterfacesUsing Criteria

I/F Design DocumentationI/F SpecificationI/F Control Documents

PerformMake, Buy,

or ReuseAnalyses

Selection CriteriaMake/Buy Analysis

Design MethodsDesign ToolsDesign Processes




Parts FabricatedSoftware CodedData DocumentedProcesses DocumentedFacilities Constructed

ImplementThe

Design

Implement the Product Design

Develop ProductSupport

Documentation

Training ManualsUsers ManualOperator’s ManualMaintenance ManualOn-line Help


Product Integration

• Purpose:

• Assemble the product from the product components, ensure the product, as integrated, functions properly and deliver the product.


Product Integration - Context

Assemble Product Components

and Deliver the Product

IntegrationPlan

Prepare forProduct Integration

Technical Solution

Ensure Interface

Compatibility

Sub-assemblies

DAR

Assemblies



Prepare for Product Integration

Decision Analysis& Resolution

DetermineIntegrationSequence

CL3EstablishProduct

IntegrationProcedures and

Criteria

CL2Establish

the ProductIntegration

Environment

Integration Plan- Integration Resources- Integration Procedures- Interface Data

Technical Solution



Ensure Interface Compatibility

ReviewInterface

Descriptionsfor

Completeness

ManageInterfaces


Technical Solution



Assemble Product Components and Deliver Product

Confirm Readiness ofComponents

forIntegration

AssembleProduct

Components

EvaluateAssembled

ProductComponents

PackageAnd Deliverthe Productor Product Component


Technical Solution


Verification versus Validation

• Verification–Did you build the product right?–That is, did you meet the requirements

specification?

• Validation–Did you build the right product?–That is, did you meet the operational need?


Verification

• Purpose:

• Ensure that selected work products meet their specified requirements.


Verification - Context

Verification Plan

Prepare for Verification

CorrectiveActions

Verify SelectedWork Products

PerformPeer Reviews



Select Work Products

forVerification

Requirements,Methods, Processes,Evaluation Criteria

Prepare for Verification

CL2Establish theVerificationEnvironment

CL3Establish

VerificationProcedures and Criteria

Verification Plan- Verification Resources- Verification Procedures

Technical Solution



PrepareFor Peer Reviews

Requirement for Data CollectionEntry and Exit CriteriaPeer Review Plan

Review ResultsReview IssuesReview DataAction ItemsConduct

PeerReviews

Perform Peer Reviews

CL 2Analyze

Peer ReviewData



Verification ResultsDeficienciesVerification DataCorrective Actions

Verify Selected Work Products

PerformVerification

CL2Analyze

VerificationResults and

IdentifyCorrective

Actions


Validation

• Purpose:

• Demonstrate that a product or product component fulfills its intended use when placed in its intended environment.


Validation - Context

Prepare for Validation

Validate Product orProduct Components

- Conformance- Deficiencies

- Customer Requirements- Product Requirements- Products- Validation Requirements

- Requirements Validation Plan- Product Validation Plan- Process and Support Needs


Validation - ContextRequirements

Select ProductsFor Validation

- Validation Plan- Support Needs- Environment Needs- Resources

- Test Case Scenario- Validation Procedures

Prepare for Validation

CL3EstablishValidation

Proceduresand

Criteria

CL2Establish the

ValidationEnvironment


Validation - Context

Validate Product or Product Components

PerformValidation

Validation ReportsValidation ResultsCross Reference MatrixAs run procedures logOperational Demonstrations

AnalyzeValidation

Results

Validation Deficiency ReportsValidation IssuesProcedure Change Request

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