How to get started How to get started with SPI with SPI Hkan - - PowerPoint PPT Presentation

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Håkan Wickberg

How to get started How to get started with SPI with SPI

Håkan Wickberg, 1999

FINESSE SPI Seminar, 13 of April 1999

VOLVO Information Technology VOLVO Information Technology

Håkan Wickberg

Håkan Wickberg Håkan Wickberg

• Manager Volvo IT Methodologists

Manager Volvo IT Methodologists

• Manager of

Manager of IVF’s IVF’s Centre for Software Engineering Centre for Software Engineering

• National and International Technology Transfer

National and International Technology Transfer Projects Projects

• National SPICE Project Manager

National SPICE Project Manager

• SPIRE Regional Project Manager

SPIRE Regional Project Manager and Mentor and Mentor

CSE

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Agenda Agenda

• Setting the scene

Setting the scene

• How to start planning a SPI project

How to start planning a SPI project

• Self assessment - The SPIRE way

Self assessment - The SPIRE way

• SynQuest

SynQuest Tool Demo Tool Demo

• Support of a mentor

Support of a mentor

• Prioritising improvement activities

Prioritising improvement activities

• Conclusions

Conclusions

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Håkan Wickberg

Trends in Software Engineering Trends in Software Engineering

Growth Time Technology and

software systems

Adoption of

best practices

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The Bad News The Bad News We still We still have the software have the software crisis crisis

WOW!!

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What’s the answer to the problem? What’s the answer to the problem?

Incremental Incremental Software Process Software Process Improvement Improvement Focussed on Focussed on Bussines Bussines Needs Needs

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Keep In Mind! Keep In Mind! There are no There are no Silver Bullets Silver Bullets available available

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Whats Whats stopping you? stopping you?

Barriers to SPI Barriers to SPI

• Software & Systems Developers (SSDs) are not

aware of the benefits of systematic SPI

• SSDs recognize their problems but don’t know

how to improve

• size, day-to-day operational crises, financial

constraints and changing priorities

• SSDs doesn’t have internal SPI skills

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Tear them down Tear them down

raise awareness of SPI benefits among decision makers and change agents educate participating managers and staff in practical SPI skills help them maintain momentum in carrying through their improvement plans use expert mentors that bring knowledge and enthusiasm into the project. contact local help organisations use the SPIRE Handbook and Case Studies

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From the EC ESSI initiative there are now sufficient data available to construct a convincing cost benefit analysis

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Agenda Agenda

• Setting the scene

Setting the scene

• How to start planning a SPI project

How to start planning a SPI project

• Self assessment - The SPIRE way

Self assessment - The SPIRE way

• SynQuest

SynQuest Tool Demo Tool Demo

• Support of a mentor

Support of a mentor

• Prioritising improvement activities

Prioritising improvement activities

• Conclusions

Conclusions

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Håkan Wickberg

Things to think about Things to think about

• activities should meet business needs
• investment has to be focused in areas with high ROI
• strong correlation between practice & performance
• essential to have management commitment
• results do not happen overnight
• results cannot always be quantified
• an incremental approach works best
• don’t under estimate human factors
• training is a key factor in the cultural shift necessary

for success

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Benchmarking experience Benchmarking experience

• practices that correlate most strongly with

practices that correlate most strongly with performance are non-technical performance are non-technical

• these factors relate to overall culture of the

these factors relate to overall culture of the

• rganisation and the approach to human resource
• rganisation and the approach to human resource

management management

• employee morale has a significant impact on the

employee morale has a significant impact on the way an organisation is performing way an organisation is performing

• rganisations that encourage and reward innovation
• rganisations that encourage and reward innovation

and entrepreneurial behaviour achieve significantly and entrepreneurial behaviour achieve significantly higher levels of employee morale higher levels of employee morale

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Key soft factors in SPI Key soft factors in SPI

• social interaction amongst software staff and/or

social interaction amongst software staff and/or clients clients

• understanding of the

understanding of the organizations’s

• rganizations’s policies and

policies and culture culture

• view of staff regarding training and alignment of its

view of staff regarding training and alignment of its personal goals personal goals

• teamwork as a key discipline in software development

teamwork as a key discipline in software development

• acquisition and transfer of business relevant

acquisition and transfer of business relevant knowledge within knowledge within organizations

• rganizations

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Main problems in Swedish software producing units Main problems in Swedish software producing units

Factor ”Big problems” Time estimating Cost estimating Requirements specification Managing customer requirements Testing Configuration Management .. System analysis and design Programming/Coding 60% 56% 48% 43% 41% 32% 17% 6%

(Source: ESPITI)

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Own experience Own experience

• Changes of responsibility, authority and routines

Changes of responsibility, authority and routines for project management for project management

• Defining measurable business goals

Defining measurable business goals

• Introduction of formal reviews

Introduction of formal reviews

• Formalization

Formalization of the life cycle model

• f the life cycle model
• Better testing methods and tools

Better testing methods and tools

• New tools: RM, CM, Case etc.

New tools: RM, CM, Case etc.

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Agenda Agenda

• Setting the scene

Setting the scene

• How to start planning a SPI project

How to start planning a SPI project

• Self assessment - The SPIRE way

Self assessment - The SPIRE way

• SynQuest

SynQuest Tool Demo Tool Demo

• Support of a mentor

Support of a mentor

• Prioritising improvement activities

Prioritising improvement activities

• Conclusions

Conclusions

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Håkan Wickberg

A SPIRE Recommendation A SPIRE Recommendation

Self assessment & improvement Self assessment & improvement using ISO 15504 model using ISO 15504 model

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Why SPIRE chose SPICE Why SPIRE chose SPICE

• ISO TR 15504 (SPICE) is a particularly suitable model for

ISO TR 15504 (SPICE) is a particularly suitable model for SSDs SSDs to use, because it encourages them to: to use, because it encourages them to:

• Focus improvement on individual processes, based on

Focus improvement on individual processes, based on business needs and an objective process assessment business needs and an objective process assessment

• Follow a suitable

Follow a suitable diciplined diciplined improvement cycle improvement cycle

• SPIRE therefore chose to base it’s guidance material on

SPIRE therefore chose to base it’s guidance material on it, while trying to keep it simple it, while trying to keep it simple

• However,

However, SSDs SSDs can use other models, but may find their can use other models, but may find their immediate investment higher immediate investment higher

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Objective and Scope Objective and Scope

• A software process assessment standard for:

A software process assessment standard for:

• Continuous improvement

Continuous improvement

• Capability determination

Capability determination

• Scope: plan, manage, execute, control,

Scope: plan, manage, execute, control, improve: improve:

• Acquisition

Acquisition

• Supply

Supply

• Development

Development

• Operation

Operation

• Maintenance

Maintenance

• Support

Support

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Bootstrap

(Bootstrap Institute)

SQPA

(HP)

TRILLIUM

(Bell/BNR/NT)

SW-CMM

(SEI)

STD

(Scottish Development Agency)

HealthCheck SAM

(BT)

Origins of SPICE Origins of SPICE

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1 2 4 5 3

Performe d Process

• Process

Performance

Manage d Process

• Performance

Management

• Work

Product Management

Establishe d Process

• Process

Definition

• Process

Resource

Predictabl e Process

• Process

Measurement

• Process

Control

Optimizing Process

• Process

Change

• Continuous

Improvement

Incomplete Process Performed Established Predictable Optimizing Managed

ROADMAP FOR PROCESS ROADMAP FOR PROCESS IMPROVEMENT IMPROVEMENT

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Two-dimension Model Two-dimension Model

1 2 3 4 5

P1 P2 P3 P4 Pn Incomplete Performed Managed Established Predictable Optimised

Capability levels Capability levels Processes Processes

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Conformant Models Conformant Models

Model Architecture Process Categories Processes Capability Levels Process Attributes

Reference model Normative part

conformance requirements SynQuest Bootstrap Process Professional SPICE Assessment Model .. and

• thers

SPICE Reference Model

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Process Improvement Steps Process Improvement Steps

Examine

• rganization's

needs Initiate process improvement Perform process assessment Derive action plan Implement improvement Confirm the improvement Sustain improvement gain Monitor performance

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TickIT TickIT Plus Plus

ISO 9001

Certificate

Conformant Assessment

An Interesting Concept

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Process Assessment - Why Bother? Process Assessment - Why Bother?

• Provide basis for strategic direction

Provide basis for strategic direction

• Measure and target improvement

Measure and target improvement

• Support customer objectives and requests

Support customer objectives and requests

• Life before, after and as part of ISO9001

Life before, after and as part of ISO9001

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Provide Basis for Strategic Direction Provide Basis for Strategic Direction

Q

ISO9001 EQA/Baldrig e SEI

r e c o g n i t i o n

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Process Assessment - Why Bother? Process Assessment - Why Bother?

• Provide basis for strategic direction

Provide basis for strategic direction

• Measure and target improvement

Measure and target improvement

• Support customer objectives and requests

Support customer objectives and requests

• Life before, after and as part of ISO9001

Life before, after and as part of ISO9001

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Measure and Target Improvement Measure and Target Improvement

Where we want to be

Norms for Comparison

Where are we? Related projects, the department, industry sector, world best practice

Self Assessment Business Needs

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Comparing Results Comparing Results

• Compare results to those from previous assessments

Compare results to those from previous assessments

1998 assessment 1999 assessment Benchmark Self-Assessment Results

• Compare benchmark to the self-assessment results

Compare benchmark to the self-assessment results

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Process Assessment - Why Bother? Process Assessment - Why Bother?

• Provide basis for strategic direction

Provide basis for strategic direction

• Measure and target improvement

Measure and target improvement

• Support customer objectives and

Support customer objectives and requests requests

• Life before, after and as part of ISO9001

Life before, after and as part of ISO9001

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Support Customer Objectives and Requests Support Customer Objectives and Requests

• Are your software processes suitable to

Are your software processes suitable to meet these requirements? meet these requirements?

• Do you have the capability to carry out

Do you have the capability to carry out these requirements? these requirements?

• Do you have adequate process in place to

Do you have adequate process in place to manage subcontracts? manage subcontracts?

• Can you design for re-use?

Can you design for re-use?

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Kinds of Assessments Kinds of Assessments

• Solo Assessment

Solo Assessment

• Management Assessment

Management Assessment

• Line Assessment

Line Assessment

• Group Assessment

Group Assessment

• Multiple Group Assessment

Multiple Group Assessment

• Delta

Delta

• Supplier Audit

Supplier Audit

All kinds of assessments can be performed as guided assessments using MENTORS.

δ δ

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• Analysis of current situation
• Weakness/strength analysis
• Comparison to other groups
• Getting relevant data for starting an

improvement programme

• To assist SSD management to focus their

improvement project

• Measurement of improvement change

Primary Assessment Purpose Primary Assessment Purpose

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Assessment for awareness, training, education and improvement preparation: During an assessment, persons learn about processes, process thinking, the importance

• f documentation

and records, etc.

Secondary assessment Purpose Secondary assessment Purpose

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Assessment for changing behaviour: During an assessment, persons learn about estimating their situation. If this is done in small groups, persons become very familiar to being "honest". This is the most important thing you have to consider, before starting an improvement programme. After an assessment people are very "open" and ready for change.

Secondary assessment Purpose Secondary assessment Purpose ( (Cont’d Cont’d) )

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Assessment for improving communication: Engineers most of the time claim, that they are not understood by management. During an assessment it is possible to find a common terminology and to discuss the real problems. Engineers and managers develop a very precise way to talk about key questions.

Secondary assessment purpose Secondary assessment purpose ( (Cont’d Cont’d) )

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• SSD and Mentor Details
• Business Goals and Constraints
• Perceived Problem Areas
• Assessment Constraints

Assessment input Assessment input

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Indicators Indicators for process performance

for process performance

CL5 CL5 CL4 CL4 CL3 CL3 CL2 CL2 CL1 CL1 CL0 CL0 P1 P2 P3 .......... P1 P2 P3 .......... Pn Pn

Documents Documents Interviews Interviews Technology Technology

Evidence Evidence Indicator Lists or Tables Indicator Lists or Tables

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• Use Assessment Tool to gather data

and produce results in the form of ISO 15504 profiles (SPICE Version 2)

• Use Staff Attitudes Survey

Questionnaire to record the views of SSD staff on the benefits/disadvantages

• f software process improvement

Assessment results Assessment results

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• SSD Process Capability Profiles

SSD Process Capability Profiles Produced by the Assessment Tool Produced by the Assessment Tool

• Staff Attitude Survey

Staff Attitude Survey

• Present SSD score

Present SSD score

• Analyse responses and recommend specific

Analyse responses and recommend specific improvement accompanying actions improvement accompanying actions

Standard assessment report Standard assessment report

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Hints for a self assessment Hints for a self assessment

• Sit at the corner of the desk, to give optimum view for all persons

Sit at the corner of the desk, to give optimum view for all persons

• Use a beam projector connected to laptop

Use a beam projector connected to laptop

• Switch off all interrupts (telephone!)

Switch off all interrupts (telephone!)

• Reserve enough time (4-8 hours with heavy discussion)

Reserve enough time (4-8 hours with heavy discussion)

• Make a short interrupt of 5 minutes each hour (for coffee etc.)

Make a short interrupt of 5 minutes each hour (for coffee etc.)

• Change your position (in front of the monitor) each hour and let

Change your position (in front of the monitor) each hour and let another person operate the mouse another person operate the mouse

• Keep the ‘boss’ away from the mouse

Keep the ‘boss’ away from the mouse

• Make as much personal notes as possible! They are most

Make as much personal notes as possible! They are most important! important!

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Agenda Agenda

• IVF, Centre for Software Engineering

IVF, Centre for Software Engineering

• Setting the scene

Setting the scene

• How to start planning a SPI project

How to start planning a SPI project

• SPI - The SPIRE way

SPI - The SPIRE way

• Self assessment - The SPIRE way

Self assessment - The SPIRE way

• SynQuest

SynQuest Tool Demo Tool Demo

• Support of a mentor

Support of a mentor

• Prioritising improvement activities

Prioritising improvement activities

• Conclusions

Conclusions

VOLVO Information Technology VOLVO Information Technology

Håkan Wickberg

Agenda Agenda

• Setting the scene

Setting the scene

• How to start planning a SPI project

How to start planning a SPI project

• SPI - The SPIRE way

SPI - The SPIRE way

• Self assessment - The SPIRE way

Self assessment - The SPIRE way

• SynQuest

SynQuest Tool Demo Tool Demo

• Support of a mentor

Support of a mentor

• Prioritising improvement activities

Prioritising improvement activities

• Conclusions

Conclusions

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Håkan Wickberg

Why use a MENTOR? Why use a MENTOR?

• For verification purpose: to fill in the questionnaire correctly

For verification purpose: to fill in the questionnaire correctly

• For scheduling purpose: if you have a fixed date with an

For scheduling purpose: if you have a fixed date with an external person, then you'll keep it ! external person, then you'll keep it !

• Especially for the "secondary assessment purpose": A

Especially for the "secondary assessment purpose": A mentor can better motivate and make ready for change, than mentor can better motivate and make ready for change, than the manager can. the manager can.

• Use the mentor as a "normative reference", who has

Use the mentor as a "normative reference", who has experiences in rating software processes. experiences in rating software processes.

• Most mentors can provide comparison data.

Most mentors can provide comparison data.

• Mentors have experience in interpreting the charts and in

Mentors have experience in interpreting the charts and in developing strategies and visions for improvement goals. developing strategies and visions for improvement goals.

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• To conduct an assessment of the SSD’s

software development processes

• To act as a sounding board, commenting in

confidence on the strengths and weaknesses of SSD software development processes

• To advise on the planning and

implementation of an improvement project for the SSD

Role of the Mentor Role of the Mentor

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Agenda Agenda

• IVF, Centre for Software Engineering

IVF, Centre for Software Engineering

• Setting the scene

Setting the scene

• How to start planning a SPI project

How to start planning a SPI project

• Self assessment - The SPIRE way

Self assessment - The SPIRE way

• SynQuest

SynQuest Tool Demo Tool Demo

• Support of a mentor

Support of a mentor

• Prioritising improvement

Prioritising improvement activities activities

• Conclusions

Conclusions

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Håkan Wickberg

From the standard assessment report:

• SSD Organisation Details
• Mentor Details
• Assessment Details
• Executive Summary
• Assessment Input
• Assessment Results
• Staff Attitude Survey
• Assessment Recommendations

S A R

Know your baseline Know your baseline

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Business Needs/Processes/Relevance Business Needs/Processes/Relevance

For each identified business need/goal, list all the processes that are For each identified business need/goal, list all the processes that are relevant to each need - rank them as having a relevant to each need - rank them as having a L Low,

• w, M

Medium or edium or H High igh impact impact Business Need Process Business Need Process Relevance Relevance Need 1 Need 1 P 1 P 1 H H Need 1 Need 1 P 2 P 2 M M Need 1 Need 1 P 4 P 4 L L Need 2 Need 2 P 3 P 3 M M

Prioritising improvement activities Prioritising improvement activities

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Process Relevance/Process Capability Process Relevance/Process Capability For each identified process, combine the ranking with the For each identified process, combine the ranking with the capability level, to help in focusing on the prime capability level, to help in focusing on the prime candidates for improvement candidates for improvement H H P1 P1 P4 P4 xx xx xx xx Ranking Ranking M M P2 P2 P3 P3 xx xx xx xx L L xx xx xx xx xx xx xx xx Capability Capability Level Level 1 1 2 2 3 3

Prioritising improvement activities Prioritising improvement activities

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Agenda Agenda

• IVF, Centre for Software Engineering

IVF, Centre for Software Engineering

• Introduction

Introduction

• How to start planning a SPI project

How to start planning a SPI project

• Self assessment - The SPIRE way

Self assessment - The SPIRE way

• SynQuest

SynQuest Tool Demo Tool Demo

• Support of a mentor

Support of a mentor

• Prioritising improvement activities

Prioritising improvement activities

• Conclusions

Conclusions

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Summary Summary

• The SPIRE approach to SPI

The SPIRE approach to SPI

• The SPIRE approach to

The SPIRE approach to SMEs SMEs

• Assessment - SPICE/ISO 15504

Assessment - SPICE/ISO 15504

• Improvement

Improvement

• Supporting tool

Supporting tool

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Company comments Company comments

you really got us with our pants down it’s good to get an independent and structured view this confirms what we did suspected the assessment interviews helped staff to sort out there own thoughts about the processes

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Mentor Comments Mentor Comments

• How in ..... could this company be ISO 9001 certified

How in ..... could this company be ISO 9001 certified

• If they already know about many of these problems, why

If they already know about many of these problems, why didn’t they do anything about it? didn’t they do anything about it?

• A company that develops control systems can be market

A company that develops control systems can be market leader without a sound software engineering process leader without a sound software engineering process

• Even if they now have all the facts about their

Even if they now have all the facts about their weaknesses and improvements suggestions they will not weaknesses and improvements suggestions they will not make it on their own make it on their own

• Companies need MENTORING

Companies need MENTORING

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Conclusions Conclusions

• Companies are learning to improve

Companies are learning to improve

• Essential ingredients for learning to

Essential ingredients for learning to improve are known improve are known

• Business benefits are known and proven

Business benefits are known and proven

• Barriers are known and can be

Barriers are known and can be broken down broken down

• Resistance to change and

Resistance to change and a low degree of a low degree of organizational

• rganizational

maturity endanger SPI success maturity endanger SPI success in technology transfer in technology transfer

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SPIRE - the key message SPIRE - the key message

Software Process Improvement Software Process Improvement focused on business needs is both focused on business needs is both practical and cost-effective for practical and cost-effective for SSD`s SSD`s

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Thank you for listening Thank you for listening

Contact Information: Contact Information: Håkan Wickberg Håkan Wickberg, , it.

it.wickberg wickberg@memo. @memo.volvo volvo.se .se

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