Process Improvement by Adrian Cighi

- Software development process este un process imatur in comparatie cu alte procese din alte businessuri (cele mai cunoscute probleme din software development)

- De ce este nevoie de process in software development? Cand companiile au nevoie in cresterea lor de procese?

- Ce arii de procese definitie si implementate bine pot rezolva problemele de mai sus

Transcript

1. Adrian Cighi
2.  Adrian Cighi  10 years IT  Was ◦ Developer ◦ Technical Leader ◦ Team Leader, Project Manager  Now ◦ PM and Process Improvement Manager at Yonder What about you?
3.  Immaturity of the software development process?  Well known problems in software development  Why process improvement? When is the moment to start working on process improvement?  Overview on some important process areas in software development  How you can do process improvement in your company?  Results of the process improvement on real projects
4.  KPMG (Dec 2010) Survey of 100 businesses across a broad cross section of industries ◦ Survey shows an incredible 70% of organizations have suffered at least one project failure in the prior 12 months! Source article  IBM (Oct 2008) Survey of 1,500 change management executives ◦ Only 40% of projects met schedule, budget and quality goals Source article  United States Government Accountability Office ◦ Study finds 413 of 840 (49%) federally funded IT projects are either poorly planned, poorly performing or both. Source article  Catalogue of Catastrophe http://calleam.com/WTPF
5. © Copyright 2009 Calleam Consulting Ltd, all rights reserved Understanding the complex reality that tech simple “task centric” view and look at projects in an entirely different way level, all work carried out in a project 1) Physical tasks (such as laying foundations, building walls, etc 2) Information acquisition and analysis 3) Information and knowledge transfer 4) Decision making The percentage of effort spent on each activity varies according to the type of project [Figure 1]. While construction projects have a heavy bias towards physical activities, Calleam Consulting Ltd, all rights reserved complex reality that technology team’s face requires us to go beyond the relatively view and look at projects in an entirely different way. At their most all work carried out in a project can be thought of using four general categories; laying foundations, building nformation acquisition and nowledge varies according to the have a heavy Figure 1 – Typical percentage of effort by category of work 2 face requires us to go beyond the relatively most elementary category of work  IT projects usually involve many individuals and as a result the decision making is often heavily decentralized across the team  Many decisions are subjective and there are no definitively right or wrong answers  Many decisions in an IT project involve significant uncertainty © Copyright 2009 Calleam Consulting Ltd The Story Behind the High Failure Rates in the IT Sector
7. Software development typical problems Scope unclear Incomplete requirements or unclear Changing requirements, lack of traceability Lack of objective criteria in technical solution choice Immature technology Lack of overall documentation / KB Wrong estimation Misalignment of business objectives with project Lack of stakeholders involvement Poor product quality Process misalignment (client, vendor)
8.  Startups: ◦ Good personal processes  Companies under 100 employee, multiple project running in the same time: ◦ Necessity to move the best personal processes to project level ◦ Good processes on the project level  Big companies a lot of employees, a lot of project running in the same time: ◦ Necessity to move from project processes to organizational processes ◦ Good processes on organizational level ◦ Processes aligned with the organizational goals and objectives
9. Engineering process areas - Requirement management - Technical Solution - Verification and Validation
10. Requirements management: - Strong Elicitation - Step by step approach - Strong traceability Technical Solution: - Solution proposal - Strong Technical design - Prototyping approach - Strong code inspection Verification and Validation: - Requirements validation - TS Verification &Validation - Peer reviews on any level http://tss-yonder.com/
11. Configuration management: - Strong CM plan - Versioning on all levels - Release Planning - Strong backup system - CM Audits Measurement and Analysis: - Default list of KPIs - KPIs monitoring and reporting - Corrective actions Decision analysis and resolution: - Formalized decisions at the organization level - Decisions history/reusabilit y http://tss-yonder.com/
13. Processes  Good people create good processes, good people can implement good processes  Good tools can support the implementation of good processes  The combination between good tools, good processes and good people makes the difference in software quality http://tss-yonder.com/
14. Organizational Processes (PIG, PEG) Personal Processes Personal Best Practices Team Project Processes (TL,PM) Organizational process training, implementation, process adaptation Gather best practices and experiences from our projects http://tss-yonder.com/
15. Plan Do Learn Check Process improvement based on quality assurance audits http://tss-yonder.com/
16. http://tss-yonder.com/