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[资源] [Free]Process Improvement and CMMI for Systems and Software.Auerbach.2010

Process Improvement and CMMI for Systems and Software
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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.

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