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??? Maturity Level 4: Quantitatively Managed Process Areas

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Title: ??? Maturity Level 4: Quantitatively Managed Process Areas

1
???Maturity Level 4Quantitatively Managed
Process Areas

?????? ?????????? ?

2
Table of Contents

?? High Maturity ? Level 4 and 5
?????? (OPP)
?????? (QPM)
QA

3
?? High Maturity ? Level 4 and 5
4
Foundation of Level 4 and 5

Maturity level 2,3, and the generic practices
build the foundation necessary for quantitative
management of processes and control of quality.
This foundation includes
defined processes to
achieve consistency across the organization
provide a detailed understanding of subprocesses
and their relationships
common measures to accumulate meaningful data
across the organization
effective quality assurance to ensure process
fidelity
proactive project management to
establish quality goals
manage and control the process

5
Foundation of Level 4 and 5 (2)

Processes evolve
Requirements analysis, design, code and test are
performed at maturity level 2.
There will be organizational standards, tools,
etc., at maturity level 3.
Maturity levels 4 and 5 describe added
sophistication in how (maturity level 1, 2, and
3) processes are performed.

6
Level 4 and 5 Appraisals

Level 4 and 5 appraisals cover CMMI in its
entirety, not just the level 4 and 5 process
areas.

7
What Should You Expect From a High Maturity
Organization?

Predictability
the ability to predict cost, schedule, and
defects based on past performance
upper and lower boundaries on expected
performance (intervals, not point estimates)
Recognition of the unknown
requirements change
software management risk management
Willingness to work the customer and end user to
understand needs.

8
Trends in Quality Results
Maturity Level Design Faults / KSLOC (Keene) Delivered Defects / FP (Jones) Shipped Defects / KSLOC (Krasner) Relative Defect Density (Williams) Shipped Defects (Rifkin)
5 0.5 0.05 0.5 0.05 1
4 1 0.14 2.5 0.1 5
3 2 0.27 3.5 0.2 7
2 3 0.44 6 0.4 12
1 5-6 0.75 30 1.0 61
Samule Keene, Modeling Software RM
Characteristics. Unpublished report. Capers
Jones, Software Benchmarking, IEEE Computer,
October 1995, pp. 102-103 Herb Krasner,
Self-Assessment Experience at Lockheed, Third
Annual SEPG Workshop, 7 November 1990 Karl D.
Williams, The Value of Software
ImprovementResults! Results! Results! SPIRE97,
4 June 1997 Stan Rifkin, The Business Case for
Software Process Improvement, Fifth SEPG
National Meeting, 26-29 April 1993.
9
Measurements for Level 4

Measurements needed for ML 4 analyses may be
different from that for ML 3 analyses.
Maturity level 4 analyses require a history of
measurements. It may
impact existing measurement programs
delay maturity level 4 analyses until after
level3 is achieved
delay achieving maturity level 4

10
Statistical Quantitative Techniques are Used

Established a foundation with ML 2 3 practices.
At ML4, the behavior of the process is
predictable and quantitatively understood.
Confidence in estimates and being able to
predict.
Managers engineers use the data with
statistical other quantitative techniques to
manage the process results.

11
Statistical Quantitative Techniques are Used (2)

Statistical other quantitative method are used,
at both the organizational project level, to
understand past process performance.
predict future process performance.
predict future product and service quality.

12
Why Use Statistics?

Most software organizations use average of
previous performance in estimating, planning, and
making commitments
Average is a statistic ? a measure of central
tendency.

13
More than Average

Software organizations usually establish
performance targets for what to expect and where
to do better.
Intervals may be preferred over point targets.
Voice of Customer describes the performance we
want to achieve.

14
Statistics can Lead to Understanding

Knowing what is possible with the current process
may indicate the kind of action necessary to
achieve those targets!

15
Statistical Thinking

All processes are variable.
By fact and systematic improvement, understanding
process variation is the basis for management.
Understand the past quantitatively.
Control the present quantitatively.
Predict the future quantitatively.

16
Process Variations

Total variation
Common cause variation Special cause
variation

17
Common Cause Variation

Common cause variation
The process variation that exists because of
normal expected interactions among the process
components, e.g., people, machines, methods, etc.
Common cause of process variation
to remove at ML 5.

18
Special Cause Variation

Special cause variation
Arise from events that are not part of the normal
process, e.g. shifts in the quality of raw
materials, inadequately trained people, tool
failures.
Special cause of process variation
A cause of defeat that is specific to some
transient circumstance and not an inherent part
of a process.
To remove at ML 4.

19
Stable Processes

Stable process The state in which all special
causes of process variation have been removed
and prevented from recurring so that only the
common causes of process variation of the process
remain.

20
Capable and Standard Processes

Capable process A process that can satisfy its
specified product quality, service quality, and
process performance objectives.
Standard process The basic process that guides
the establishment of a common process in an org.
It is expected to be incorporated to any defined
process.

21
Projects at High Maturity

Projects use measurable objectives to meet the
needs of the customers, end users, and the
organization.
Require a lot of history measurement data.
Use the data with statistical and other
quantitative techniques in managing the processes
and results.

22
Projects at High Maturity (2)

Addressing process variation
Apply the principles of statistical process
control. All processes will show same variation
in process and product measures each time they
are executes (the range within which variation
normally occurs)

23
??????Organizational Process Performance
24
?????? (OPP)

??
???????????,????????
???????????????????????
???????????(Baselines)???,????????????????
The process performance models are used to
represent past and current process performance
and to predict future results of the process.

25
Where Does OPP Stand?
26
???????????????
27
?????? (OPP) (2)

????(specific goal, SG)
SG 1 ?????????

28
SG 1 ?????????

??????????,????????????????????

29
SG 1 ????????? (2)

??????(specific practice, SP)
SP 1.1 ????
SP 1.2 ????????
SP 1.3 ???????????
SP 1.4 ????????
SP 1.5 ????????

30
SG 1 ????????? (3)
Establish Performance Baselines and Models
31
SP 1.1 ????

???????????????????,?????????(elements)?
??????????????????????????????????

32
SP 1.1 ???? (2)

???????
???????????????????
??????
?

33
SP 1.2 ????????

??????????????????????

34
SP 1.2 ???????? (2)

???????
?????????????
??????
1. ??????????????????????????
2. ????????????????????
3. ??????????????????
4. ????????

35
SP 1.2 ???????? (3)

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36
SP 1.3 ???????????

????????????????????

37
??????????

??
Improved product quality.
Increased productivity.
Decreased cycle time.
Greater customer and end-user satisfaction.
Shorter development or production time to change
functionality, add features, or adopt a new
technologies.

38
SP 1.3 ??????????? (2)

???????
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??????
1. ???????????????????
2. ????????????????
3. ???????????????????
4. ??????????????????????????????,??????????????
5. ????????????????????

39
SP 1.4 ????????

??????????????

40
SP 1.4 ???????? (2)

???????
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1. ?????????????
2. ?????????????,???????????????
3. ??????????????????,??????
4. ??????????????????,?????????
5. ???????????????????
6. ??????????????

41
SP 1.5 ????????

???????????????????

42
SP 1.5 ???????? (2)

???????
??????
??????
1. ???????????????????,?????????
2. ?????????????????,?????????
3. ????????,??????????????
4. ???????????????
5. ????????????

43
SP 1.5 ???????? (3)

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44
SP 1.5 ???????? (4)

??????
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?? ?????????

45
??????(QPM)
46
?????? (QPM)

??
?????????????????,??????????????????

47
Where Does QPM Stand?
48
QPM Context
49
Advanced Project Management PAs
50
?????? (QPM) (2)

????(specific goal, SG)
SG 1 ??????
SG 2 ??????????????

51
SG 1 ??????

??????????,???????????

52
SG 1 ??????

??????(specific practice, SP)
SP 1.1 ??????
SP 1.2 ???????
SP 1.3 ???????????????
SP 1.4 ??????

53
SP 1.1 ??????

?????????????????

54
SP 1.1 ?????? (2)

???????
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?????,??????????,????????,?????????????
?????????????????(????????????,??????????)?
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???????????????????
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55
SP 1.1 ?????? (3)

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56
SP 1.2 ???????

?????????????,?????????????????

57
SP 1.2 ??????? (2)

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???????????????????????(????,????????????????????)
?

58
SP 1.3 ???????????????

?????????,?????????????????

59
SP 1.3 ????????????? (2)

???????
1. ???????????????????
2. ?????????????????
3. ???????????
4. ?????????????????????
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1. ?????????????????????????
2. ????????????,?????????????????????????,????????
????????
3. ????????????????????
4. ????????????????????????

60
SP 1.3 ????????????? (3)

????????????,????
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??

61
SP 1.4 ??????

????,???????????????????,?????????????

62
SP 1.4 ?????? (2)

???????
1. ??????????????????(???)
2. ??????????????????
3. ?????????,?????????????
??????
1. ???????????????????????????????,???????????????
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2. ????????????????????????????,??????????????????
??
3. ????????????????????
4. ??????????????????,????????????????????????????
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5. ????????????????????????
6. ???????????????????????,????????????