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Software Process & Quality Management: Value of Process Improvement

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Software Process & Quality Management: Value of Process Improvement

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Lê Duẩn
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© © All Rights Reserved
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Software Process

& Quality Management

Value of Process Improvement

Truong Dinh Huy


Tel: 0982.132.352
[email protected]
10 to 1 - Cost of No-Quality
 It has been shown that the defects cost more to
remove the later we find them in our development
process.
 There are many reasons for this, but the easiest
way to see this is the idea of defect propagation.
Time

Defect Defect Defect


@ Point B Point C
Design Each defect leads to
Point A D DD #1
more defects, the
Point C
Defect … increasing number
DD #2
Point B means higher cost to
Docu. Defect remove.
De Point C
Po Doc 2
Doc 3

© 2014 CMU-ISR 4
Costs Before/After Development

Requirements - 1 to 1
Design - 3-6 to 1
Coding - 10 to 1
Development Test - 15-40 to 1
System Test - 30-70 to 1
Release / Maintenance - 40-1000 to 1

Pay now or pay later… Much more


© 2014 CMU-ISR 5
Change Advocate

• To sell senior management, you need to


appeal to their reason.
• Typically you have to build an economic case
for process improvement.
• How much have similar process
improvement efforts cost in similar
organizations?
• What is the return on investment?
• Ask for goals and meaningful measures.

© 2014 CMU-ISR 11
Effects of Missing Elements

hoang mang

lo lắng

Hỏng

Thất bại

9
Key Concepts In Change
• Focusing on high value activities Tập trung vào hoạt động mang lại giá trị cao

• Establishing core competencies

• Standardizing & simplifying internal processes Chuẩn hóa và đơn giản quy trình
nội bộ
• Training & retraining

• Outsourcing “commodity” activities

• Improving workflow efficiency

• Strengthening customer relationship

• Managing by facts & data

• Integrating Commercial Off The Shelf

10
Conditions for Change
D = dissatisfaction with the status quo
Không hài lòng
occurs in chaotic organizations

V = vision of a future state


visionaries see a way to do “it” better
F = first steps towards the vision
the bold ones act on the vision
R = resistance to change
many are afraid of change and resist it and will quit
before they will change

© 2014 CMU-ISR 12
Conditions for Change
if D * V * F> R
then “change will occur”
Where:
D = dissatisfaction with the status quo
V = vision of a future state
F = first steps towards the vision
R = resistance to change
V,F,R typically requires management
commitment

© 2014 CMU-ISR 13
Deming -
The Father of Quality Improvement
• Plan -> Do -> Check -> Act (Repeat)
• Plan - Decide what you want to Do, i.e. the
change you want to make.
• Do - Make the change happen, take some
actions.
• Check - Verify that the actions created the
result planned.
• Act - Do what is needed to make the plan
successful, repeat with Plan again.

© 2014 CMU-ISR 16
Plan Also Evaluation
• Collect data.
• Evaluate current position and issues.
• Plan some changes that you want to make
happen.
• Also plan the measures you will use to know
if change is occurring.

© 2014 CMU-ISR 19
Do - Action

• Perform the plan.


• Famous saying
• “Plan the work and work the plan.”

• Collect data to see if change is happening.

© 2014 CMU-ISR 20
Check (Ck)
• See what has happened.
• If the proper change is occurring, then
continue…
• If the proper effect is not occurring, then
take prepare new actions.
• Verify that the change meets expectations.

© 2014 CMU-ISR 21
Act
• Change expectations
• Change what we are looking for
• Change measures
• Change how we are measuring
• Do it again…back to Plan

© 2014 CMU-ISR 22
Software Process &
Quality Management
Mel Rosso-Llopart © 2014

Why Is This Stuff Important?

Mel Rosso-Llopart
Senior Lecturer, Executive Education Program
Institute for Software Research
Carnegie Mellon University
Technology Turnover
• Technology turnover is about 12-18 months.
• Technology turnover among people is 5 to 7
percent a year.
• What does this mean to an organization?

© 2014 CMU-ISR 4
The Only Constant is CHANGE

© 2014 CMU-ISR 5
We Need to Build Improvement Into
What We Do
• We need quantitative measures rather than
qualitative feelings:
• I know this is better because of…
• Rather than I think this is better…

• This is part of management and the


processes we use.

© 2014 CMU-ISR 7
Another Way to Look at Change

© 2014 CMU-ISR 8
Survey Found Online

• The rate of change of technology increases


the importance of:
1. Outsourcing the IS function.
2. Implementing and enforcing good processes.

3. Hiring personnel willing to make a career within


the organization.
4. Meeting user requirements.

© 2014 CMU-ISR 9
The Implications are Obvious
• IT projects must get better at what they do!
• More requirements
• More people doing the job
• New ideas and ways of looking at old information
• New information and trends
• From days  hours  minutes  ????

© 2014 CMU-ISR 13
Technology Change Cycle

Standard
Functions
used everyday

This cycle is
becoming
faster
New Changes in
capabilities technology
new Functions

Can you think of some examples of this?

© 2014 CMU-ISR 14
Re-Technology Change Cycle

Provide clear IT
Standard management of the
Put quality IT so we
Functions technology so
don’t have to spend
used everyday we influence how it is
all the time fixing the
old functions. brought into an
organization.

New Changes in
capabilities technology
new Functions
Provide the IT services
that give new functions
rather than be function
integrators.

© 2014 CMU-ISR 18
Homework Assignment

Investigate:
1. Process Improvement
2. Process Quality

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