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A Process Model for Human Resources Management focused on increasing the Quality of Software Development Flvio E. A. Horita Jacques D. Brancher Rodolfo M. De Barros Computer Department (DC-UEL) State University of Londrina Brazil

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A Process Model for Human Resources Management focused on increasing the Quality of Software Development

Flávio E. A. Horita Jacques D. Brancher Rodolfo M. De Barros Computer Department – (DC-UEL) State University of Londrina – Brazil

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Topics

  • 1. Introduction
  • 2. MR-MPS
  • 3. Related Work
  • 4. Process Model
  • 5. Case Study
  • 6. Results
  • 7. Conclusions
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Introduction

  • Software Development (Sommerville, 2008)

– Technology – Development Process – Software Project Management – Software Quality

  • Do all these areas, make software perfect?
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Introduction

  • As we know:

– The prior changes, – Lack of executive support, – Lack of changes control, and – Insufficient requirements and features specifications.

(Qiu, Y., 2011; Shan et al, 2010; Tohidi, H., 2011.)

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Introduction

  • Are these four areas sufficient for

software development?

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Introduction

  • Here is the point.

ISSUES RELATED WITH PEOPLE IS THE MAIN FACTOR TO DEFINE THE SUCCESS OF SOFTWARE PROJECT.

(HAZZAN, 2010)

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Introduction

  • Then…
  • Generate and strengthen innovation;
  • Produce, make decisions;
  • Lead, motivate;
  • Supervise, manage.

!

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MR-MPS

  • Improve

Quality

  • f

Brazilian Software Development.

  • Developed by the SOFTEX as part of MPS.Br

program.

  • It is composed of seven maturity levels and

their expected results.

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MR-MPS

  • Process to Human Resources at Maturity

Level E

  • Its areas:

– Planning, hiring and evaluate the human resources; – Training; – Knowledge Management.

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Related Work

  • Amâncio et al (2008)

– Defined a process model, developed using the areas of PMBoK with a previews and short application.

  • De Carvalho (2003)

– Defined some external activities which must be accomplished in a more administrative sphere.

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Related Work

  • Morais (2009)

– Developed a process model focused on improve knowledge identification, storage and sharing process.

  • P-CMM (2009)

– It is a maturity level model variant of CMM model and focused to development knowledge level, ability and capability.

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Process Model

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Human Resources Plan

  • One of the most important process’ activity.

Here it is defined, planned and identified factors that can influence

  • n

Human Resource.

  • Management Policies must be defined.
  • The artifact Human Resources Management

Plan (HRMP) is started.

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Review the Business Needs

  • Revised the company human potential and

capability qualities.

  • To this end, it used the Organizational Chart

and Plan of Positions and Functions.

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Hire and Relocate Members

  • Identify based on organizational chart, which

roles and attributes will need to execute the project.

  • Based on it, hire or relocate members for the

team project.

  • Besides, a Tactical Training Plan (TTP) can be

developed to improve members abilities.

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Manage Training

  • If any training was identified, this activity

focus on managing correct execution.

  • Another important step is to evaluate the

performance, propose improvement in teaching infrastructure and maybe even a new training course.

  • Must be executed complying with the TTP.
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Manage Human Aspects

  • Its purpose is to identify the environmental

and social factors which may influence good development of the project.

  • All

these factors must be constantly evaluated, through interviews or surveys, so satisfaction and motivation levels of team members could be identified and improved.

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Manage Performance

  • This activity is focused on managing members

performances during the project. When it finds a problem, corrective actions must be implemented.

  • Performance management is executed following

policies defined in the Human Resources Management Plan (HRMP).

  • A Historical Database can be used to help.
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Knowledge Management

  • Focus in adopting measures, techniques and

tools to help in identification, retention and sharing knowledge.

  • Again, Historical Database can be use to

help.

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Artifacts and Positions

  • Some artifacts were defined and must be

kept during the project.

– Human Resources Management Plan (HRMP) – Report of Effectiveness of Team Training

  • And

some positions were defined to guarantee activities accomplishment.

– Course Coordinator – Project Manager

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Artifacts and Positions

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Comparative Analysis

Amâncio et al. De Carvalho P-CMM Morais Process Model Planning Human Resources Yes, during the initial phase of the project. Yes, realized in the beginning of the project. Yes, defined in the initial phase of the model. No. Yes, it is work in the beginning of the project. Revise Organization’s Needs Yes, approached superficially during the planning. Yes, it uses a repository of knowledge and abilities. No. Yes, revised based on

  • rganizational

factors. Yes, it uses

  • rganizational factors.

Opt for Internal Mobilization to External Staffing N/A N/A N/A N/A Yes. Training Management

  • High. It has a

specific activity and an action and monitoring plan.

  • High. It defines and

constantly monitors.

  • High. It is

worked during the development of the model. High. Proposes a continuo us process of improvement.

  • High. Worked on

according to the project’s needs. Performance Management

  • High. Definition and

monitoring of indicators.

  • High. It monitors

with project repository.

  • High. Its

analysis is realized during the whole model.

  • High. Monitoring

using predefined indicators.

  • High. Constant

monitoring during the project. Organizational Knowledge Management No. No. No. Yes, the knowledge is identified, storage and sharing with the company. Yes, focused in the individual sharing with the company. Uses Historical Database No. Yes, it has an

  • rganizational and a

project one. Yes, used in all phases of the project. No. Yes, used in all phases of the project. Human Aspects Management No. No. Yes. No. Yes, monitored during the development of the project.

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Case Study

Project of a software factory in a public university. Their teams were composed by undergraduate and master’s students. Seasonality issues in periods of academic activity, lack of commitment, interest , a low rate of productivity in its members and a lack of a process of preservation of intellectual capital generated during the projects.

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Results

Training Time vs. Rework Index

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Results

Training Time vs. Performance Index

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Conclusions

  • Member’s motivation;
  • Improvement in the development process;
  • Increase the organizational memory;
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Future Work

  • New Maturity Model using Services.
  • Improve
  • ur

process implementing and evaluating it in other projects.

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Thank You!

Flávio Eduardo Aoki Horita

E-mail: feahorita@gmail.com Twitter: @flaviohorita Web-site: www.flaviohorita.com Skype:feahorita G-talk: feahorita@gmail.com CellPhone: +55 43 9914-3169 Framework web-site: http://www.gaia.uel.br/gaia_rh