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[Free]Process Improvement and CMMI for Systems and Software.Auerbach.2010
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Process Improvement and CMMI for Systems and Software 免责声明 本资源来自于互联网，仅供网络测试之用，请务必在下载后24小时内删除！所有资源不涉及任何商业用途。发帖人不承担由下载使用者引发的一切法律责任及连带责任！ 著作权归原作者或出版社所有。未经发贴人许可，严禁任何人以任何形式转贴本文，违者必究！ 如果本帖侵犯您的著作权，请与发贴人联系，收到通知后我们将立即删除此帖！ Authors(Editors): Ron S. Kenett Emanuel R. Baker Publisher: Auerbach Pub Date: 2010 Pages: 429 ISBN: 978-1-4200-6051-5 (Ebook-PDF) Preface Process has been a major part of human life since the beginning of time. The biblical Book of Genesis tells the story of creation, showing that a process existed to take this vast mass of diffuse matter floating around in order to create a universe. First, a differentiation between night and day was created. Quality control was part of the process: “And G-d saw every thing that he had made, and, behold, it was very good” (Genesis 1:31), a first example of testing and quality control. On the second day, a separation of the waters between the oceans and the sky was created. Again, quality control was imposed to make sure that the results were what were intended. On the third through the sixth days, the process continued until we had a world essentially like what exists today, consisting of dry land and oceans, and life in the form of flora and fauna. At the end of each day, G-d implemented self-control to check on his work. So, we see that process has been with us since earliest times. Process is an essential part of human endeavor, particularly in the creation of products and services. Imagine a shop floor with all the piece parts of an automobile (from chassis to the smallest screw) strewn all over it. Next, imagine trying to assemble all those piece parts into an automobile that can be safely driven. Could it be done without a process that defines the sequence of things to put together and an accompanying set of procedures and work instructions to do it? Hardly. Yet, we often vigorously attack problems, or engage in creating something, without the foggiest notion of how to proceed. Software development, for instance, has been notorious in many quarters for developing applications by immediately starting to code without trying to first solidify the requirements or perform design. Processes are an essential element of being able to deliver products and services that make our customers happy and bring them back for repeat business. Processes are the link between past, present, and future activities. We believe that following a highly capable process does make a difference. Achieving such processes requires intelligent development of it, as well as continuous improvement of it. What are the barriers to establishing a process or implementing process improvement? A nonexhaustive list includes ?? Lack of data: Many organizations have no idea what their current levels of performance are. They have never implemented effective measurement programs and have very little idea if they are performing well, or if they are in deep trouble. For instance, they don’t know if the defect rates in their delivered systems are at, above, or below industry norms, or how long it really takes to deliver a given set of capabilities. For many companies that do collect data, the data is never used, or is not used properly. ?? Extreme focus on time to market: Working on process improvement is perceived as getting in the way of getting new products (or updates to existing products) out the door. While process improvement would be nice to have, “we just can’t spare the people or the time.” ?? Cost: While there is often money to acquire new tools or computing equipment, there is usually little money allocated to process improvement. It’s not perceived as something that requires a capital investment. ?? Managers who don’t understand process: Many people can recognize the importance of process in activities such as car manufacturing or chemical processing, yet don’t recognize the fact that it plays an important role in software and hardware development. For example, many software development organizations are populated with “developers” who know how to hack out code, but have never had to work in an environment where development was performed in anything other than a chaotic, fire-drill environment. These people later become software project leaders or software development managers. Why would they require their developers to follow a process as managers, when they never did that themselves as developers? As another example, many system development organizations consider the hardware and software development activities as two separate and distinct enterprises to be done in separate corners of their facilities with little or no interaction between the two. Systems engineering is not part of the process. ?? The educational pipeline: Few schools teach software engineering or systems engineering as an undergraduate program. The emphasis is on learning how to do specific pieces of the effort (like designing a circuit or developing a compiler), with little or no emphasis on how one develops a system to perform as a system. ?? Passive management: Many senior managers who decide to implement process improvement believe that it can be done by “decree.” They often do not hold their middle managers accountable for the success or failure of process improvement. Many manage process improvement by “remote control.” The middle managers, left to their own devices and agendas, will concentrate on getting product out the door. Without upper management setting process improvement goals to measure middle management performance with middle management becomes a black hole when it comes to process improvement. Undoubtedly, there are other factors, but it doesn’t have to be so hard. Process improvement can be implemented and managed effectively. It takes careful planning and monitoring, but it can be done. Process Improvement and CMMI? for Systems and Software: Planning, Implementation, and Management presents a methodology for establishing the current status of a development or maintenance process and laying out a reasoned plan for process improvement. The book identifies practical ways of implementing measurement programs used to establish current levels of performance and baselines against which to measure achieved improvements. The ten chapters of the book provide details and examples of measures and metrics that can be used to establish a baseline, as well as for use in monitoring process improvement projects. The book concludes with a realistic case study to illustrate how all the methods, tools, and techniques discussed in the book fit together. Process Improvement and CMMI? for Systems and Software: Planning, Implementation, and Management was designed to be practical but not necessarily exhaustive. Our objective was to provide the reader with a workable approach for achieving cost-effective process improvement. 本资源链接友情奉送，共4个可选网络硬盘链接，5.2 MB，免积分资源不提供保质。 -------------------------------------------------------------------------------------------------------- |
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简单回复
2011-05-05 00:53
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三星好评 顶一下，感谢分享！
大土豆3楼
2014-07-23 11:34
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五星好评 顶一下，感谢分享！
