SOFTWARE PROCESS IMPLEMENTATION

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SOFTWARE PROCESS IMPLEMENTATION
IMPROVEMENTbyMitta RoutCapgemini -
India
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SETTING EXPECTATION

• 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

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FINDING THE STARTING..

• PARTICIPANTS
• Name
• Experience
• Knowledge of Quality / Process / Models
• Your expectations
• FACULTY

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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

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• Movie clip on processes

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What is Quality - A few definitions

• Fitness for use or purpose (Juran)
• Conformance to customers 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
• products 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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• Role play of SDLC process

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Definition of Process
PROCEDURES TASK RELATIONSHIPS
INTEGRATE TO PRODUCE DESIRED END RESULTS
TOOLS
PEOPLE
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High Level Process Architecture
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Evolution of Quality Approaches

• 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

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Process Models

• 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.

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ISO Quality Mgmt. System / Continual Improvement
Management Responsibility
Measurement, analysis, improvement.
Resource Mgmt.
CUSTOMER NEEDS
CUSTOMER SATISFACTION
Product realization
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Business Drivers
BUSINESS RESULTS
Customer Tracking
Capability Development
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
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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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Maturity Framework

• 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

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CMMI 5 Maturity Levels
LEVEL 5 Optimizing
Continuously improving process
LEVEL 4 Qnt.Managed
Predictable process
Focus on process improvement
LEVEL 3 Defined
Consistent process
Process measured controlled
LEVEL 2 Managed
Disciplined process
Process characterized understood
LEVEL 1 Initial
Can repeat previous task

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Management View at Level 1

• 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

IN
OUT
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Level 1 Environment

• 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

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Transitioning L1 L2

• _at_ 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

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Transitioning L1 L2

• Management walk the talk
• To initiate movement to L2
• Management processes establish role models for
  SPI
• Management Processes discipline - empowers the
  engineering processes and the development staffs
• Problems are NOT always technical - many projects
  failed for management reasons.

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Level 2 6 KPAs
PROJECT MANAGEMENT
Software configuration managementSoftware
quality assuranceSoftware subcontract
managementSoftware project tracking and
oversightSoftware project planningRequirements
management
AD HOC
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Management View of L2

• Requirements and resources flow in
• The production of the software product is visible
  at defined points
• Artifacts of the process are controlled

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Moving From Level 2 To Level 3

• 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

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Level 3 - 7 KPAs
INTEGRATED SOFTWARE MANAGEMENT
Peer reviews Intergroup coordination Software
product engineering Integrated software
management Training program Organization process
definition Organization process focus
PROJECT MANAGEMENT
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Management View of L3
OUT
IN

• Roles and responsibilities in the software
  processes are understood
• Production of software product is visible
  throughout the software process

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Moving From Level 3 To Level 4

• 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

Quantitatively Managed
Defined
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Level 4 2 KPAs
CONTROLLED PROCESS
Software Quality Management Quantitative Process
Management
CONSISTENT PROCESS
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Quantitative Process Management

• PROCESS CONTROL SYSTEM MODEL WITH FEEDBACK

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Software Quality 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 cant fool all of the people all
the time - Abraham
Lincoln
What you can not measure, you can not control
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Moving from Level 4 to Level 5

• 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

Quantitatively Managed
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Dealing with Common causes of variation

• Control chart of process improvement

New zone of efficiency
Original zone of efficiency
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Level 5 3 KPAs
CONTINUOUSLYIMPROVING PROCESS
Process Change Management Technology Change
Management Defect Prevention
CONTROLLED PROCESS
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Technology Change an Investment
Desired state
Productivity..
Present state
Transition state
Time
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Process Change management (PCM)

• Steps for Disciplined changes
• Planning
• Evaluating suggestion and taking action
• Establishing process improvement teams
• Conducting pilot run
• Updating process and training

PLAN
DO
ACT
CHECK
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Level 5 Not an End, But is a Foundation

• 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 !!

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Demonstrating 5 Levels
Preparation
Input to
To Forecast

To produce
Standards
Results
Activity
Input to
Input to
To improve
To improve
Evaluation
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Continuous Improvement - Six Sigma

• What is Sigma?

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Continuous Improvement - Six Sigma

• Sigma 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.

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What is Six Sigma?

• Philosophy and a Goal
• Methodology
• Symbol of quality
• Usage of statistics to reduce variation
• Excellence
• For problem solving for improving
  organizations 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

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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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Mean and Standard Deviation

• Mean (µ)
• Average of Values (frequencies)
• Standard Deviation (?)
• Standard Deviation (how far values lie from the
  mean or average)

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Formulas for Mean and Sigma

• Mean (µ)
• Sigma (?)

?
?(Xi-?)2
?
N
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• Value of Process Improvement

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Expectations
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Software Process Improvement

• 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

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

Probability
Levels
Target
5
N-z
Time//...
4
N-y
3
N-x
2
Na
1
In
Out
N
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EVA 1 Cost to do Work
5
4
COST TO DO WORK
3
MATURITY
2
1
TIME
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EVA 2 Defects Level
5
4
DEFECTS RATES / LEVEL
3
MATURITY
2
1
TIME
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EVA 3 Cycle Time
5
4
CYCLE TIME
MATURITY
3
2
1
TIME
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EVA 4 Customer Satisfaction
5
4
3
CUSTOMER SATISFACTION
2
1
TIME
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IVA 1 CMM Job Satisfaction
5
4
3
JOB SATISFACTION
2
1
TIME
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IVA 2 CMM Change Adoption
5
4
3
WILLINGNESS TO EMBRACE CHANGE
2
1
TIME
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IVA 3 CMM Collective Learning
5
4
3
COLLECTIVE LEARNING SHARING
2
1
TIME
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Benefits to different stakeholders
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ORIENTATION PROGRAM

• Why Quality Management
• is important to our organization

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Emphasis on Early Detection
x100
Exponential cost of not conducting upfront
Peer Review (prior to Testing)
Relative Cost To Correct Defects (exponential
growth)
Roll-Out
Stress Testing
x10
Functional Testing
User
Build
User Acceptance
x1
Code
Acceptance
Development and Implementation
Operations
When Defect is discovered
Review Focus Areas
Strategy, Process, Estimation, Plans,
Environment, Standards, Requirements,
Architectures, Designs, Test Plans, Test Scripts,
Code Components, Migration Plans etc.
Metrics Collection Activities
Process Tailoring, Project Tracking, Management
Reviews, Peer Review, Testing, and Client
Satisfaction Survey
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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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Higher Maturity.Benefits to Customer

• 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

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The Benefits to the organization

• 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

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
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• Thank You