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- competence-based strategy for all this
Software: developed (and maintained), not produced or maintained
- goals and characteristics of projects change
- process treated as a variable
- most processes are human-based, including to motivate people to use new
technologies
- lack of models to allow us to reason about the process and the product
Must understand product/process – i.e. the business:
- Define/model product/process
- Evaluate these
- Collect experiences about these
- Etc.
Ex. Goal = reduce development time.
Competencies: achieve goals by certain techniques; needs quality models.
Technique: often inspection techniques.
Competencies include:
- artifacts (products, processes, …)
- experiences on above
- experiences on how/where to apply the above.
QIP/EF from NASA-SEL
Ex. Continuous improvement with feedback loops.
Ex. Reuse across projects.
Needed infrastructure: modeling, measurement, reuse.
QIP: PDCA loop, where the “P” has three steps.
Ex: separate organization for:
Project support, experience management and technology preparation.
Ex. Intro of OO: changes global process, not just local.
CMM: provides organizational context for SPI.
- May drop certain processes: NASA-SEL got first IEEE
SPI award in 1994 without having level 3.
- May use inspection feedbacks (level 5) also at level 2.
- PSP/TSP enable sound individual/team learning at level 2, but experiences are not
owned at the organizational level.
- That is, may use QIP/EF!
But need local, project and organizational goals.
Ex. NASA:
- reduce cost by 50%, defect rote reduced by 80%, and getting a ±5% estimation
accuracy
- systematic inspections
Reidar Conradi: Report from Sabbatical year 1999/2000 Page 29 of 48