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16CIT - Software Quality Principles
Semester � 00
Assignment � Strategic Action Plan
Due 5.00 pm, 5 October 00
Team Members
Billy Bloggs Student Id 1456
Jane Doe Student Id 4567
Contents
1. Introduction 4
1.1. Purpose 4
1.. Acronyms 4
1.. Reference 4
. Overview 5
. Executive Summary 6
4. Business Case for SPI Initiative 7
4.1. Business Rationale 7
4.. Guiding Principles 7
5. Process Improvement Goals
5.1. Short-Term Goals
5.. Long-Term Goals
6. Assumptions, Risks and Barriers 10
6.1. Assumptions 10
6.. Risks 11
6.. Barriers 11
6.4. Organisational Scope 1
6.5. Management Steering Committee 1
6.6. Software Process Improvement Leader 1
6.7. Software Engineering Process Group 1
6.8. Working Groups 1
6.. Process Owners 1
6.10. SPI Consultant 1
7. Criteria for Success 14
Configuration Management Process (Edward) 14
Quality Assurance Process 14
Problem Resolution Process (Tony) 14
Project Management Process (Elbert) 14
Risk Management Process (Wendy) 14
8. Improvement Agenda 15
8.1. Selection of SPI Activities 15
8.. Current SPI Activities 15
8..1. Requirements Gathering 15
Current improvement efforts 15
Resources 15
Comparison with recommendations 16
8... Software Development 16
Current improvement efforts 16
Resources 16
Comparison with recommendations 16
8... Configuration Management 16
8...1. Resources 16
8.... Comparison with recommendation 17
8.. Process Improvement Roadmap 18
8..1. Process Establishment (Troy) 18
8... Problem Resolution 18
.1.1. Identify and prioritize improvement areas
1. Introduction
1.1. Purpose
This plan provides an introduction to the software process improvement (SPI) initiative for the software development projects at Superlative Software, describes the infrastructure to manage the initiative, and defines an approach for identifying and addressing the process improvement issues throughout Superlative.
1.. Acronyms
The following are acronyms used in this document.
Acronyms Definitions
CMM Capability Maturity Model
MSC Management Steering Committee
SEPG Software Engineering Process Group
SPI Software Process Improvement
1.. Reference
. Overview
Superlative Software is a medium-sized software development company targeting on development of network management software in telecommunications industry.
Currently, Superlative Software is undertaking joint commercialisation projects with Telstra. Under the substantial constraints on delivery time, Superlative Software has adopted a 0-day release cycle for relevant products. There is a significant focus on the business needs and timeframes of the customers. This has led to a change on the role of engineering personnel, who now have more direct contact with the customers. Robustness, reliability and scaleability of the software are paramount.
………
……..
……..
Software Quality Assessments Pty Ltd conducted the assessment; the site visit was held on Friday 1 September 00. The assessment team comprised John Terwilliger (as Team Leader) and Bernadette Twigg.
Sponsor
The owner of the assessment is a management role within the organization that has the authority to ensure that the assessment can be carried out effectively, and takes ownership of the assessment output.
qualified assessor John Terwilliger
. Executive Summary
This strategic action plan is intended to integrate all software process improvement activities within Superlative Software. It describes the goals, motivation for improving, the commitment required by various parties, the assumptions that are being made, the overall process to be applied in managing this initiative, and the infrastructure required to facilitate the initiative.
This document serves as the project plan for the SPI initiative, indicating an overall agenda, roles and responsibilities, assumptions and risks, key tasks, success criteria, key milestones, and how this initiative will evolve over multiple iterations of the continuous improvement cycle. A separate detailed schedule will be developed and used to manage the SPI initiative.
Management commitment to this effort is a critical success factor. Evidence of commitment includes
- allocating appropriate and adequate resources;
- setting realistic expectations and expecting accountability for realistic results;
- providing clear, consistent, and public communications about the importance of the SPI initiative and the progress that is being made;
- providing rewards and recognition for those exhibiting the desired process improvement related behaviour;
- defending software engineering based process discipline as the way that software development will be done in Superlative Software;
Software engineers should be both permitted and expected to follow sound software engineering principles and practices to meet their project expectations.
- What are our goals for the SPI program?
- What is our motivation to improve?
- What assumptions are we making?
- Who are the players?
- How will we measure successes?
- How will we continue to improve?
4. Business Case for SPI Initiative
4.1. Business Rationale
In recent years, Superlative software has been under significant resource pressure, reflecting pressures within the industry generally. The concern was driven by the need to significantly improve productivity to meet the business objectives of the new company strategy.
Therefore, the business motivation of the improvement process is to achieve the following
· cycle time reduction
· quality improvements in the delivered products
· improved schedule performance because of more realistic estimates and reduced feature creep
· reduced internal rework and wasted effort
· reduced staff turnover and increased morale
· the ability to facilitate movement of people from one project to another because of common software development practices.
From glenn
· Increased system productivity and therefore efficiency.
· Maintenance or improved quality control.
· Make special allowance for risks relating to the substantial delivery time and significant improvement in productivity which contain safety-critical elements.
This can most effectively be done by addressing the following areas that a dealt with within this report
· Better documentation methods throughout projects so data can be collected, processed, stored, and hopefully learnt from for developments of future projects.
· Improved schedule performance because of more accurate estimates based on collected historical data and better management of feature creep.
· Cycle time reduction, through better and more accurate time management. This requires better time management techniques through the use of predefined methods that can be implemented and designed by reviewing past projects, which should lead to less reduced internal rework and wasted effort.
· Put in place overall processes for problem resolution to be clearly followed across projects, with the approach relying upon a predefined structured risk management plan.
· Development of formal criteria for customer acceptance of developed products needs to be developed according to a standard.
Better ability to facilitate movement of people from one project to another through the application of uniform software development practices and guidelines.
From Elbert
· Reduce software development and maintenance cost is to avoid any reworks throughout the development procedures. (Case study)
· Improves customer satisfaction. It is because the customer satisfaction is the only way of improving company image. Because no customer is happy with a product that contains many problems. (Case study)
· Improves professional staff. This process is developing to improve employee moral, and increase the confidence of developers or programmers. The advantage of this process is to ensure that less overtime, less employee turnover, and improving competitive edge. (Case study)
· Quality must build in to products.
Therefore, the process improvement shall have an effective process that helps Superlative produce the right product and helps company determine what the company needs.
Quality is another issues that needed to be addressed. This process should provide a very clear message to developers and users that all the respect functions should function correctly with respect to the characteristics of software. In other words, quality can also be addressed as part of the software quality requirements. The software quality requirements must be clearly stated and it cannot be misunderstood throughout the software process improvements. These software quality requirements are including
· Performance quality it is usually regard as the product fulfilling its functional specification.
· Reliability a process of measure of how often the software fail to performance as required. It is sometimes called mean time between failures.
Missing [Any projection of benefits to be obtained should be supported by references to pertinent literature, and caveats about the conditions that must exist for the projected results to be achieved.
The needs and business goals of an organization are often centred around achieving enhanced customer satisfaction and greater competitiveness. For organizations with a dependence on software, these key management concerns become drivers that initiate software process improvement throughout the organization with goals of higher software quality, lower development and maintenance costs, shorter time to market, and increased predictability and controllability of software products and processes
4.. Guiding Principles
The guiding principles for the SPI effort or the SEPG are followings
· The SPI initiative is intended to address business, technical, project management, and quality of life issues that are worth improving. The organization should be able to explain to stakeholders why a proposed activity or deliverable is important.
· Process oriented work products must be concise, must add value, and must be usable. There is no intent to produce reams of documentation.
· The appropriate mindset for process change is to understand “what’s in it for us” as a project team, an organization, or a company and its customers, not just what’s in it for any individual.
· The initiative will emphasize the importance of leveraging existing examples and templates. The organization must avoid the “not invented here” syndrome, choosing instead to borrow, buy, or adapt appropriate artifacts (Is it architect?) that already exist.
5. Process Improvement Goals
5.1. Short-Term Goals
Requirements Elicitation Process Goals
1. Formal requirements baseline will be established
Software Development Process Goals
. Formal criteria for customer acceptance of all developed products will be defined.
. Standards for different work products will be consistent
Configuration Management Process Goals
4. Product baseline definition at different stages of the life cycle will be applied
5. There will be consistency in the quality of release notes for products developed.
6. Specific plans for configuration management will be defined
7. Tools supporting full life cycle control of configurations will be deployed within the unit
8. Full configuration management will be applied to all documentation
. Responsibilities of team players involved and authority between them will be defined.
10. Process will be managed to successfully meet the process objectives.
11. Work products will be appropriately documented, controlled, and verified. This will include
· Defining work product requirements
· Defining requirements for documentation and control of work products
· Identifying dependencies among controlled work products
· Identifying and documenting work products and controlling changes
· Verifying and adjusting work products to meet the defined requirements
Problem Resolution Goals
1. A process for problem resolution will be established.
1. The problem resolution activities will be identified
14. A mechanism for recognising and acting on trends in problems identified will be provided
15. A mechanism to improve the problem resolution process will be provided
16. Responsibilities of team players involved and authority between them will be defined.
17. Process will be managed to successfully meet the process objectives.
18. Work products will be appropriately documented, controlled, and verified. This will include
· Defining work product requirements
· Defining requirements for documentation and control of work products
· Identifying dependencies among controlled work products
· Identifying and documenting work products and controlling changes
· Verifying and adjusting work products to meet the defined requirements
Project Management Goals
1. Schedule and cost estimations will be more realistic
0. There will be frequent comparisons between planned activities to actual results
1. Objectives for schedule control and overall project management will be formally documented
. Project management activities will be consistently planned
. Dependencies between different planning products will be clearly identified
4. Project management documentation will be under full configuration management
5. Key staff will have access to project management training
6. Responsibilities of team players involved and authority between them will be defined.
7. Process will be managed to successfully meet the process objectives.
8. Work products will be appropriately documented, controlled, and verified. This will include
· Defining work product requirements
· Defining requirements for documentation and control of work products
· Identifying dependencies among controlled work products
· Identifying and documenting work products and controlling changes
· Verifying and adjusting work products to meet the defined requirements
Risk Management Goals
. A process to collect data in order to monitor risks, or assess the performance of the risk management process will be defined
0. The scope of risk management to be performed for the project will be determined
1. Appropriate risk management strategies will be defined and implemented
. Risks to the project will be identified in the project plan in the beginning and as they develop during the conduct of the project.
. Risks will be analysed and prioritised
4. Activities associated with managing risks, including formal prioritisation of risks will be in the project plan
5. Responsibilities of team players involved and authority between them will be defined.
6. Process will be managed to successfully meet the process objectives.
7. Work products will be appropriately documented, controlled, and verified. This will include
· Defining work product requirements.
· Defining requirements for documentation and control of work products.
· Identifying dependencies among controlled work products.
· Identifying and documenting work products and controlling changes.
· Verifying and adjusting work products to meet the defined requirem
6. Assumptions, Risks and Barriers
This section addresses assumptions underlying the motivations for SPI, the way SPI will be pursued, the existence of elements necessary for success, the barriers to being successful over the long term with SPI and risks inherent in the plan.
6.1. Assumptions
The followings address assumptions underlying the motivations for SPI and the way SPI will be pursued
A1. The motivations for SPI is to satisfy the business needs by improving the processes that measured by the assessment (conducted on 1th September 00). Assume that assessment can effectively reflect the problems in the current processes of the Superlative Software.
A. SPI will be initiated after agreement of the top management of the Superlative Software. The plan schedule of SPI will initiate at rd October 00.
A. SPI will initially concentrate on improving processes with the top priority.
A4. SPI will be continuously monitored over a long term; conscious effort and periodic reinforcement are required for management team.
A5. Training is required for staff with insufficient knowledge in processes improvement.
A6. Management should approve the areas for improvement, the goals and targets, and the action plan, thereby committing the organization to undertake the planned improvements. The decision should be clearly communicated to all affected staff.
A7. Measurement is used to determine effectiveness of each improve process. Recognition and reward are given for encouragement.
6.. Risks
The following are the major risks inherent in the plan
ID Risk Item P L E Mitigation Approaches Who Date Due
Risk1 The duration of the SPI is underestimated 8 8 64 Objectively measuring process performance and making decisions based on realistic metrics agreed by all parties in the organization. John Terwilliger rd October 00
Risk The commitment of middle management is low. 7 7 4 Training initiatives to ensure that senior management is committed to the costs and impact of process assessment activities and improvement actions on the projects to which they are applied. Katherine Hepbum, John Terwilliger A week before starting of each SPI item.
Risk Staff unable to adapt new processes. 5 6 5 Monitor staff performance. Review suitability of the new processes and make change if necessary. configurationmanager.John Terwilliger Contin-uous
Risk4 Key persons are unavailable to perform their tasks. 7 1 Assign persons to back up sponsor, assessors, team leader and other key persons involved. Katherine Hepbum, John Terwilliger rd October 00
P = probability of occurrence (0 to 1)
L = relative loss factor (0 to 10)
E = risk exposure = PL
6.. Barriers
Lack of communication and teamwork decreases the effectiveness and efficiency of the software process. Poor teamwork skills increase the time to perform activities with the high degree of parallel work typical of software projects. Training should be considered as a means of improving the quality and effectiveness of teamwork skills. The training can include process improvement concepts, specifically, will increase the organizations readiness for process improvement. Important concepts that should be covered include process and quality concepts, process improvement concepts, process management skills, tools and techniques for process improvement, cultural change skills and supporting skills.
Low co-operative between staffs and assessors can slow down the improvement process. Therefore, SPI will be pursued with the strong support of the top management of the organisation. Also, Process assessment concepts should be explained to all levels of the organization (from management to staff) being assessed. The assessors should fulfil the basic educational requirements and receive training to ensure having adequate skills. Untrained assessors are less likely to produce objective, consistent and reliable results on which to base a successful process improvement programme.
Barriers in the organisation include human and cultural factors. The following should be considered
- Business conflict as in conflicts between developers and client, conflict between staffs and conflict between departments.
- Personal conflict as in staffs personal conflict such as family and friends. This can affect a staffs working behaviour and hinder his/her performance.
- Degree of acceptance by individuals (Management and Staff) of Software Process Improvement efforts.
- Experience level within the organization with current processes.
- The stability of organization structure and management.
- Participation of organization members.
- Restructuring of organization may lead to staff disapproval organisation for Process Improvement.
Therefore, regular measurement on the improvement processes is necessary to determine the progress of each process. Make changes that can address the problems and bring the improve process back on the track.
Organisation for Process Improvement
Organisational Scope
The strategic action plan being developed for Superlative Software Pty Ltd encompasses principally the improvement project for Superlative Software’s software development and project management processes in order to address their current productivity issues, meet customer delivery time constraints and the expectation to “do more with less” as far as resources go. The Organizations involved in this process improvement plan are
· Software Quality Assessments Pty Ltd
· Corporate Development Manager
Management Steering Committee
The goal of the management steering committee is to indicate that process improvement is a management priority and in so doing assist the improvement process by overcoming resistance from employees within the organisation. The management steering committee will consist of the following people.
· Katherine Hepburn (Corporate Development Manager)
· Frasier Crane (Engineering Manager)
· Glenn Turner (Business Development Manager)
· John Wayne (Project Manager)
· Robin Williams (Project Manager)
· Charles Schultz (Project Manager)
· Rita Hayworth (Project Manager)
The management steering committee meets regularly once every fortnight unless there are pressing issues which require their immediate attention. Regular activities addressed by the committee include
· Risk Management
· Resource and Time constraints
· Personal Improvement Goals
· Monthly Summary from the SPI leader
· Suggestive actions.
· Assessment Reviews
· Plan approvals
· Work group chartering, monitoring, and resource assistance.
Software Process Improvement Leader
The software process improvement leader has the task of coordinating and leading the Software Process Improvement initiative.
The responsibilities of the Software Process Improvement Leader include
· Documenting the organization’s strategic action plan (this document).
· Creating a schedule identifying activities, resources, and effort.
· Tracking progress against the plan.
· Reviewing project team and working group action plans.
· Collecting status biweekly from the project teams and working groups.
· Summarizing and reporting status monthly at the MSC meeting.
· Suggesting corrective action to the MSC when actual progress deviates too far from the plans.
· Acquiring and coordinating resources for training and consulting.
Working Groups
The working group consists of a team of technicians who, produce, review, and assist with the piloting of a new software process deliverables and tools in a specific, focused improvement area. The working groups will be established by the Process owners when needed. Working group team members are expected to participate in the activities of piloting deliverables and in rollouts of new processes. Responsibility for each milestone in the SPI Roadmap will be undertaken by an employee with the necessary ability and will serve as leader for a working group to address the improvement recommendations in that milestone. These leaders will establish working groups of between and 4 others as required to evaluate the inadequacies of the current process, and collect existing artefacts from throughout the Superlative Software company, develop new process assets, conduct pilots, modify the processes and deliver the new process assets out to the affected departments/groups.
Process Owners
The process owners of the following process improvement areas have a responsibility to give feedback on the application of new processes as well as handle process change requests for the new processes themselves. Process owners also have to charter work groups, and evaluate the extent the new processes are being applied and how well they are working.
Process Owner Improvement Area Process(s) Responsible For
Frasier Crane Requirements Elicitation, Software Development
John Wayne Configuration Management, Quality Assurance
Robin Williams Problem Resolution
Charles Schultz Risk Management
Rita Hayworth Process Establishment, Project Management
SPI Consultant
The SPI consultant used for this improvement plan was the Software Quality Assessments Pty Ltd. They were responsible for conducting a rapid assessment of process capability for Superlative Software Pty Ltd. The assessment report was based on the ISO/IEC 15504-5 standard and was performed on the 16th September 00. The assessment report was generated for use as the basis for the development of this strategic action plan.
Their main responsibility are
· to propose recommendations based on current SPI activities to conduct an analysis of the current capability of the organization
7. Criteria for Success
Requirement Elicitation Process
Measurement on successful SPI initiative
Related Goals Measures for success identified
a decrease in product defects
Change activity for the allocated requirements;
Cumulative number of changes to the allocated requirements, including number of changes proposed, open, approved, and incorporated into the system baseline.
Software Development Process
Configuration Management Process (Edward)
Quality Assurance Process
Problem Resolution Process (Tony)
Project Management Process (Elbert)
Risk Management Process (Wendy)
Process Establishment (Troy)
8. Improvement Agenda
8.1. Selection of SPI Activities
This section describes the software engineering and management areas to be addressed by SPI work will be selected and prioritised. (See Appendix A)
Procedures
1. Determine organisation’s needs and business goals.
. Assess the current practices.
. Analysis & Evaluation of the assessment report.
4. Prioritised & select the SPI activities.
Lastly, priorities all the SPI activities and selects the SPI activities with agreement with top management in the company.
Prioritised SPI activities (refer to 8. Improvement roadmap)
8.. Current SPI Activities
8..1. Requirements Gathering
Current improvement efforts
Currently, a new process called “Bid Review Board” which use for review and justify for investment. The aim is to improve the understanding of the customer’s requirements through the process of bid development. The needs of the customers are monitored through regular reviews; a research function within the company ensures good awareness of new technologies relevant to key customers.
Resources
- “Bid Team” comprising Business Development, Project Management and key technical staff.
- The ATD Group.
- Customers’ feedback
Comparison with recommendations
Actions within the bid team are monitored, and the process is well institutionalized. The requirements documents follow defined standards, and are controlled and reviewed, both internally and with the customer. Measures of effort and cost relating to requirements gathering are collected, and experiences with individual projects are identified through post-project reviews. Mentoring is used as the major approach to ensure that company personnel have the skills needed for effective gathering of requirements.
How to map to RoadMap
8... Software Development
Current improvement efforts
A standard process for software development exists, and is tailored for each project. The extent and nature of tailoring depends on the expertise of the project manager rather than on specific guidelines. New approaches to the standard process are trialed when the opportunity arises. The post project review provides significant understanding of the standard process; however, the range of measures collected is limited.
Resources
- Project manager.
- Software Architect.
- A tool called “Common Tool Library”.
Comparison with recommendations
8... Configuration Management
The company currently standardizes the source code control by adopting CVS as the standard. The Project Filing System is formally documented; a defined process for using CVS has been developed and is in the course of review. No specific performance data relating to the organizational performance in configuration management is collected.
8...1. Resources
- Configuration Manager.
- CVS
8.... Comparison with recommendation
8.. Process Improvement Roadmap
The roadmap consists of several sequences of improvement areas
Process interactions
As the organization is a medium-size software development company (with staff 65). Improvement items are hardly concurrently initiated. And the schedule is based on the priority of improvement area and the size of the organization.
The first project looked initially for possible changes in the organization, and then to the establishment of a clear procedure to communicate user expectations to the development group.
The second project set out to collect the good practices from the Pinksquare project and to generalize them for transfer to other projects.
The third project hired an experienced consultant to brief them about the practical experiences in putting reviews in place within industrial organizations and to help them to identify the best way of introducing reviews within MovieViews.
Each of the improvement projects was piloted in one of the three product development projects and measurements were taken to get preliminary confirmation of the benefits derived from the selected improvement actions.
8..1. Process Establishment (Troy)
Duration months
Staff Responsible Team Leader (Market Consultant), Team Leader (Software Development), Analyst Designer, Programmer
Objective(s) Problem resolution processes to be consistently used; managed; work products produced; standardized; and deployed;
Milestones Target date Recommendations
Fully achieveProcess attribute 1.1 at Level 1 e.g ( 1 Oct 00) ?
.1 ?
. ?
.1 ?
. ?
8... Problem Resolution
Duration months
Staff Responsible Team Leader (Market Consultant), Team Leader (Software Development), Analyst Designer, Programmer
Objective(s) Problem resolution processes to be consistently used; managed; work products produced; standardized; and deployed;
Milestones Target date Recommendations
Fully achieveProcess attribute 1.1 at Level 1 ? Brief staff on the problem resolution process and need to use the formal process consistently in all projects.
.1 ? Develop a resource allocation plan based initially on historical data.? Record assigned responsibility’s in the project plan.? Include task identification statements in the project plan.? Develop schedule’s containing time estimates using historical data/trends outlined and reviewed regularly.
. ? Creation of Problem Resolution reports & reviews (escalation process review).? Develop and utilise trend analysis documents based on historical information.? Develop Mitigation/acceptance plans.
.1 ? Creation and documentation of a formal/standard process reflecting the current practices performed in the Problem Resolution process.? The validation, review, testing, and approval of the standard process and documentation.? Delivery of standardized process documentation copies to staff involved in problem resolution.
. ? The implementation of the standard Problem Resolution process throughout the organisation.? Training programs to ensure an understanding of the standardized process and to test performance levels of defined tasks.? Enforcement/Adherence checks of problem resolution work products and processes.
Risk Management
Duration months
Staff Responsible Advisory Council, project manager
Objective(s) To expand number of risk considered boundaries.Create formal risk identification measurement.Create documentation method for risk management.Document all risks identified.
Milestones Target date Recommendations
Fully achieveProcess attribute 1.1 at Level 1 e.g ( 1 Oct 00) ?? Risk identification are given from experience project manager.
.1 ?? Create risk identification measurement.?? Develop documentation method for risk management.?? Document all risks that are identified.
. ?? Apply the risk documentation method.?? Expand number of risk considered boundaries.
Configuration Management
Duration months
Project manager, Configuration manager
Objective(s) Standardise configuration management process. Software product are controlled and documented. Organisation performance in configuration management is measured.
Milestones Target date Recommendations
Fully achieveProcess attribute 1.1 at Level 1 e.g ( 1 Oct 00) ?? Configuration management is performed and monitor in all projects.
.1 ?? A CM plan is prepared for each software project according to a documented procedure.?? Documented and approved CM plan is used for CM activities.
. ?? CM activities is identified and tracked through the workbreakdown structure.?? Collect performance data to measure the perform the configuration management in the projects.?? Provide adequate resources for perform the CM activeities.
.1 ?? Standardised the CM process by adopting CVS as the standard.
. ?? Software requirements document is placed under configuration management.?? Enforcement of standard can be done by formal review of project manager.
Project Management
Duration months
Staff Responsible
Objective(s)
Milestones Target date Recommendations
Fully achieveProcess attribute 1.1 at Level 1 e.g ( 1 Oct 00)
.1
.
. Appendix A
.1.1. Identify and prioritize improvement areas
Improvement areas should be identified and prioritized based on a number of factors as outlined in figure . The factors in detail are
� The assessment output, which shows weak and strong areas of the assessed processes and process instances;
� The organizations needs, which provide general improvement goals to be achieved through the improvement programme;
� Effectiveness measures, which, if already in place, identify improvement priorities for the organization generally related to the improvement drivers;
� Industry norms and benchmarks that provide a basic comparison framework for assessment results;
� Risks related to either not achieving the stated improvement goals or failure of improvement actions.
Figure � Identifying and prioritizing the improvement areas
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