Measuring Process Consistency : Implications for Reducing Software Defects

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Measuring Process Consistency Implications for
Reducing Software Defects

• M.S. Krishnan and Marc I. Kellner
• TSE 1999
• 2002.02.26
• Presented by Yoon Kyung-A

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Contents

• Introduction
• Concept of commitment
• Analysis of commitment development model
• Conner and Pattersons model
• Critical misconceptions
• Prescriptions for software process improvement
  field
• Implications for research
• Implications for practice
• Conclusion

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Introduction (1)- about Process

• The problems associated with software development
  are
• Cost and schedule overrun and poor quality
• Caused by the coordination complexity of various
  tasks involved in development
• Solved by treating the entire development task as
  a process
• Process
• Can be measured, controlled and improved
• Is a sequence of steps performed for a given
  purpose
• Software process
• A set of partially ordered activities performed
  during the development or evolution of a software
  product or system

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Introduction (2)- about CMM
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Introduction (3)- about CMM

• In this paper,

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Empirical model for software defects

• The factors for determining the number of defects
• Product factors
• Both size and nature of the software product
• Quality of the personnel in a software team
• Process factors
• Empirical model outline
• Number-of-Defects
• f (Product Size, Consistent Adoption of CMM
  Practices, Personnel Capability)

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Concept of Commitment (2)- forms of commitment
Meyer and Allens form

• Affective commitment
• Refers to the employees attachment to,
  identification with, and involvement within the
  entity
• I want to
• Continuance commitment
• Refers to an awareness of the costs associated
  with leaving or abandoning the entity
• I need to
• Normative commitment
• Reflects a feeling of obligation to continue
  membership with the entity
• I ought to

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Analysis of commitment model (1)- Conner and
Patersons model overview
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Analysis of commitment model (2)- Conner and
Patersons model

• Strengths
• Provides many useful tactics or strategies in
  times of organizational change
• SEI has adopted it for building up commitment
• Weaknesses
• Has the notion of linearity
• Does not contain any references to related
  literature
• Does not conceptualize the concept of commitment
• Based on anecdotal evidence and experience
• Lack any scientific evidence to support the model

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Analysis of commitment model (3)- Critical
Misconceptions

• The notion of linearity in the development of
  commitment
• This models fits with liner, rational assumptions
  about the cause and effect sequences
• This models fail to acknowledge that commitment
  exists in various depth
• The controllability of commitment development
  process
• Commitment process can be influenced, not forced

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Analysis of commitment model (4)- Critical
Misconceptions(cont)

• The notion of singular commitment construct
• Commitment is a multidimensional construct
• The viewpoint of critical stakeholders can be
  turned to the forms of commitment and their
  desirability in certain situations
• The sole utility aspect of commitment phenomenon
• Later in the article Conner and Patterson remind
  that commitment building is time consuming and
  expensive

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Prescriptions for SPI fields (1)- Introductions

• Implications for research
• Implications for practice

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Prescriptions for SPI fields (2)- Implications
for Research

• SPI researchers should direct their efforts in
  conceptualizing the commitment phenomenon
• New models of commitment development should be
  proposed based on empirical data

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Prescriptions for SPI fields (3)- Implications
for Practice

• Try to get people volunteering in SPI activities
• Requirement
• Activities to ensure that people are equipped
  with enough information to develop a sense of
  understanding of SPI
• Create an environment enabling commitment to
  develop
• Open communication, effective collaboration,
  taking responsibility, having a shared vision and
  an active experimentation

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Prescriptions for SPI fields (4)- Implications
for Practice (cont)

• Consider getting only critical stakeholders
  committed to SPI
• The SPI activity should be placed in center of
  personal experience
• There are people not to commit emotionally even
  if it would be highly desirable
• Rather than trying to get everyone equally
  committed, consider getting only key personnel
  committed.

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Conclusion

• Commitment has been identified as an important
  factor in determining the success of SPI
  initiatives
• Commitment is viewed as a psychological state of
  attachment that defines the relationship between
  a person and entity
• By identifying common misconceptions in existing
  commitment models, this paper suggests the
  prescription for SPI fields