BIO PRESENTATION FG4 Friday, June 6, 2003 10:30 AM S OFTWARE D EVELOPMENT ON I NTERNET T IME -F ASTER , C HEAPER , W ORSE ? Girish Seshagiri Advanced Information Services International Conference On Software Management & Applications of Software Measurement June 2-6, 2003 San Jose, CA USA
Girish V. Seshagiri Girish Seshagiri is CEO of Advanced Information Services Inc., headquartered in Peoria, Illinois, USA. The AIS Development group is a winner of the 1999 SEI/IEEE Computer Society Software Process Achievement Award. Girish has a strong commitment to sharing of knowledge and ideas with the rest of the software community. Girish has addressed SEPG conferences in the U.S, Europe, and India as well as other conferences such as the International Conference on Software Process Improvement (ICSPI), COMPSAC, and SM/ASM. He has given invited talks on Software Process Improvement in Bilbao, Beijing, and Seoul. He provided the leadership to establish The Watts Humphrey Software Quality Institute (SQI) in Chennai, India. Girish is one of the co-founders of the Chicago Software Process Improvement Network (SPIN), Heartland SPIN, and the Chennai SPIN. Girish serves on the IEEE Software Industrial Advisory Board .
IT on Internet Time Faster, Cheaper, Worse? June 6, 2003
Main Points • Quality work is more predictable • If it does not have to work, anybody can deliver software on time • There are known methods – PSP SM , TSP SM – building motivated and committed teams – changing engineers’ behavior Personal Software Process, PSP, Team Software Process, and TSP are service marks of Carnegie Mellon University.
Outline • Poor state of software practice • Need for rational management • Transforming the way software is done • The AIS transformation • AIS TSP project • The transformation steps
State of the Practice – Projects (1) • Process-enabling information technology projects – ERP, SCM, CRM • Only 33% of outcomes viewed as positive • Only 58% of all positive outcomes finished both on time and within budget Source: “Getting Value From Enterprise Initiatives” Boston Consulting Group, March 2000
State of the Practice – Projects (2) Projects late and Projects canceled before over budget: 49% completion: 23% 53% 31% Projects completed on time and on budget: 28% Ref: CHAOS Study, Standish Group, Summer 2001
State of the Practice High Profile Corporate IT Failures • FoxMeyer • Hershey Foods Corp. • Nike • Rich-Con Steel • W.W. Grainger • Whirlpool
State of the Practice- Metaphors Watts Humphrey profiled in issue of December 6, 1999
• Executives accept schedule commitments when the engineers offer no evidence that they can meet these commitments. • Engineers agree to dates when they have no idea how to meet them. • Project managers concentrate on the work to be done and pay little or no attention to the disciplines with which the work is done.
The Consultants’ Checklist (1) • Begin with a strategic vision and clear objectives • Do enough up-front work to determine the best options • Make decisions based on business requirements, not the capabilities of the software packages • Divide the initiative into focused, manageable modules with quick payback • Choose vendors carefully, and manage them vigorously • Understand risks and manage them • Ensure scope does not become too big • Secure the support of key executives Source: “Getting Value From Enterprise Initiatives” Boston Consulting Group, March 2000
The Consultants’ Checklist (2) • User involvement • Executive management support • Experienced project manager • Clear business objectives • Minimizing scope • Agile requirements process • Standard software infrastructure • Formal methodology • Reliable estimates Source: Chaos Success Factors Standish Group, March 1995
The Consultants’ Checklist (3) • Treat implementation as a business change effort • Devote the necessary resources to the project • Make sure that goals, scope and expectations are clear at the outset • Track the project’s progress results and scope • Test the new system every way you can before it goes live • Secure top management commitment Source: “When Too Much IT Knowledge Is a Dangerous Thing” Andrew McAfee, MIT Sloan Management Review, Winter 2003
IT on Internet Time (1) • Cost of poor project management – The annual IT Application Development spend is estimated at $250 billion – Annual number of software projects estimated to be around 175,000 – American companies and government agencies will spend $81.2 billion on cancelled projects – In large companies, only 9% of the projects are completed on time and within budget – About 53% of projects will cost 189% of original estimate – Standish Group estimates that lost opportunity costs while not measurable, could easily be in the trillions of dollars
IT on Internet Time (2) • Cost of poor software quality – High paid workforce employing 697,000 software engineers and 585,000 programmers – Software defects cost global business an estimated $175 billion in 2001 – NIST study estimates that potential cost reduction from feasible improvements in software quality is $22 billion.
IT on Internet Time (3) Projected growth in software security flaws 40000 35000 30000 Actual 25000 Projected 20000 15000 10000 5000 0 1997 1998 1999 2000 2001 2002 2003 2004 2005 • Forbes ( 0 6 / 1 0 / 0 2 ) Vol. 1 6 9 , No. 1 3 , P. 1 2 5 ; Goldm an, Lea
IT On Internet Time (4) • The growth of information technology (IT), added interconnectedness, and universal access have enabled hackers and would be terrorists to attack critical infrastructures worldwide • “Wireless technology has the potential of enabling malicious code to jump off our computer networks and into our everyday lives in a way it never has before” – Antivirus Engineer Source: IEEE Computer Cover Feature December 2000
IT On Internet Time (5) Layer Behavior Security Physical Disruption Antivirus Transport Interception Encryption Network Illegal access Firewall Application Perversion Manual patching
The Opportunity With Software • There is a better way to manage software • The better way is also more economical and faster • Requires top management to personally lead the organization transformation • Quality comes first, even before schedule • Quality software is produced by disciplined and motivated professionals
Transformation Principles (1) • The performance of an engineering organization is determine by the performance of its teams. • The performance of an engineering team is determined by the performance of the engineers. • The performance of the engineers is determined by their personal practices.
Transformation Principles (2) • Management must motivate engineers to adapt best personal practices – establishing and meeting quality plans – making and meeting development commitments • When management empowers their teams, the engineers can – direct their own work – meet business and user needs – produce extraordinary products • PSP and TSP show engineers how to work this way Source: “What Next”, Watts Humphrey, SEETAC’03 Personal Software Process, PSP, Team Software Process, and TSP are service marks of Carnegie Mellon University.
Changing Engineers’ Behavior Team Software PSP3 Process Cyclic development • Teambuilding • Risk management • Project planning and tracking PSP2.1 PSP2 Design templates • Code reviews • Design reviews PSP1.1 PSP1 • Task planning • Schedule planning • Size estimating • Test report PSP0.1 • Coding standard PSP0 • Process improvement • Current process proposal • Basic measures • Size measurement
Building Motivated and Committed Teams • The TSP team launch is the most important single step in building motivated and committed teams • In the TSP launch, teams make plans and commitments • Senior executive participates in the TSP launch – to help the teams understand what the business needs and trust them to think creatively about their work – give the teams aggressive goals and have them make plans to meet these goals
The TSP Launch Process Day 1 Day 2 Day 3 Day 4 1. Establish 4. Build top- 7. Conduct 9. Hold product and down and risk management business next-phase assessment review goals plans 8. Prepare 2. Assign roles 5. Develop New teams: management and define the quality TSP process briefing and team goals plan review launch report 6. Build bottom- 3. Produce up and Launch development balanced postmortem strategy plans
TSP and Personal Discipline • The TSP requires that all the engineers on a team be PSP trained • The TSP requires that every team member measure, plan, and track his or her personal work
Faster, Better, Cheaper and TSP(1) Accelerating the work: – The engineering team must make detailed and comprehensive plans – Engineers must make the plans not the managers – Engineers know how to plan – Managers must review the plan for detail and completeness
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