A Process Research Framework - Software Engineering Institute ...

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P-4 How do individual competencies sum up in the team? Thedistribution across site means on the one hand that competenciesat different sites become available, but on the other hand it maybe difficult to get what one wants from a project perspective. Thismay be because the site manager has many projects and wouldlike to staff them according to an optimization for the site and notfor a project.P-5 How do we make optimal use of available competencies? Differentcompanies mean different competencies. How do we effectivelycombine competencies that are available in different companies?P-6 How do we capture and share experiences across sites? Projectwork means building experience, which is difficult to share ingeneral, but becomes even more complicated when the team isdistributed across sites. A certain understanding or experiencemay come at a site internal meeting, but how is this experiencecommunicated to others not at the meeting, and in particular ifthey are at another site?P-7 How do we manage development between different locations?This includes managing, for example, responsibilities and risksbetween locations (including risks inherent in distributing in thefirst place). Development across locations is in many cases anecessity for large project and large companies. This means thatthe actual distribution of the development must be managed. Whatmanagement procedures are needed to manage a distributedproject? How is time reporting done? To what extent do thingshave to be done in the same way at the different locations?P-8 How do we divide the work effectively and efficiently betweenlocations? The work should not only be divided between thelocations, it should be divided in an effective and efficient way.This includes taking the current architecture into accountP-9 How do we distribute quality requirements? The distribution ofwork often means that functionality is distributed, but how do wehandle non-functional requirements? The customer or market hasexpectations on certain quality aspects for the whole system, butwhen distributing the work it may mean that quality requirementsare forgotten or it is very difficult to break them down to parts ofthe software. A typical example is how to handle performance.116 Further Reading and References | IPRC Framework
P-10 How do we handle different time zones? Times zones are obstaclesfor communication, but also an opportunity for having development24 hours a day. This includes challenges related to• How do we handle time zones and how do we effectivelycommunicate the results from one site to another? How do wemake use of differences in time zones? This question is aboutthe opportunities. How can different time zones help us developsoftware more efficiently? Is it possible to work 24 hours aday with development and pass assignments around? Cantechnologies such as Instant Messaging and Voice over IP makethe world one global workplace?• What is the productivity drag, if any due to time zonedifferences? Is the productivity different in different sites?Why? How can we leverage form the best? Do people indifferent cultures make different types of mistakes?• How do we work toward a joint base (configurationmanagement)? Many configuration management tools exist, butare they able to cope with potential issues such that developersin different sites wanting to work on the same component atthe same time?• How do we manage different cultures and time zones betweendifferent companies? Different companies imply differentprocesses. Distributed development around the globe alsoimplies different cultures. How do we handle the mix ofcultures and mix of processes?P-11 How do we handle cultural differences? Cultural differences area fact. The challenge is first to be aware of them and then to usethem to our advantage. Can formal training deal with the abovechallenge? How do we educate people to work in global softwaredevelopment? What additional knowledge is needed to ensurethat developers can work in a global environment? It does not onlyrequire knowledge about software development, but also a goodunderstanding of the challenges with global development and withother cultures.P-12 How do we ensure the same process interpretation in differentcultures? Can Enterprise Process Frameworks address the issuesof multiple process styles? How heavy or light should an enterpriseframework be to meet business objectives? Even when havingthe same process across sites, there is no guarantee that it isinterpreted in the same way. The likelihood is higher if beingwithin one country and with people with a similar educationalbackground, but it becomes much more a challenge when havingpeople form different cultures.P-13 How do we make use of experiences in one culture in anotherplace? It is well-known that it is difficult to share experienceseffectively. However, it becomes even more complicated to shareand use experiences in one culture with another culture. How canthis be done? It is probably insufficient to publish experiences; theyhave to be transferred, but what is the best, most effective way?IPRC Framework | Further Reading and References 117
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A ProcessResearchFrameworkThe Inter
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This report was prepared for theSEI
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viIPRC Framework
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Executive SummaryThe discipline of
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Forces Driving Process Research Fra
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Process Research FrameworkThis docu
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MembersTwenty-seven leaders in indu
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A colleague from SAIC, Ms. Mary Ann
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1Introductionto the Framework
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As the work of the IPRC developed,
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1. The Relationships Between Proces
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2Architecture of theResearch Themes
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Managing Project Processes (Section
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2.2 Instantiating the Core ProcessR
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The product, process, people, and p
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2. These advances will be followed
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2.4 How Each Theme Presentation isS
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3Theme Q:The RelationshipsBetween P
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• security• usability (human-ma
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plan to address the underlying issu
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In addition, processes are effectiv
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Q-13 How do we make well-informed d
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4Theme E: ProcessEngineeringThis th
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create defined 8 processes for spec
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Mechanisms for SpecificationE-5 How
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Research questions associated with
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5Theme P: ManagingProject Processes
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Developing software across borders
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Where higher levels of integration
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5.5.1 Research Node P.1: Operating
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P-6 How do we capture and share exp
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5.5.2 Research Node P.2: Managing T
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P-27 Do locations need a primary an
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6Theme D:Process DeploymentThis the
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Readers need to recognize the criti
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Accordingly, processes will be depl
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D-6 What is the quantitative relati
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The “assess” activity identifie
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Page 85 and 86: The objective of process research u
Page 87 and 88: 7 Process Effects ofEmerging Techno
Page 89 and 90: If this sounds like Fred Brooks Jr.
Page 91 and 92: Figure 5 provides a framing of thre
Page 93 and 94: Process ChallengesIntegrated OrHete
Page 95 and 96: and management of stakeholder expec
Page 97 and 98: T-18 What replaces “quality = con
Page 99 and 100: have a comfort level with uncertain
Page 101 and 102: When trying to integrate in a conte
Page 103 and 104: T-49 How do we analyze the communic
Page 105 and 106: 8Scenarios
Page 107 and 108: Jurassic Park(Reconfigurable packs
Page 109 and 110: Pandemic Triggers Global Instabilit
Page 111 and 112: Embedded Software Rules(Rapid co-de
Page 113 and 114: 9Sponsor Statements
Page 115 and 116: We also monitor and evaluate the bu
Page 117 and 118: Lockheed Martin Corporation IS&S(Pr
Page 119 and 120: The SEI, with its reputation as a
Page 121 and 122: As a sponsor, TCS has introduced th
Page 123 and 124: A passion for innovation lies at th
Page 125 and 126: Appendix
Page 127 and 128: Research Node S.2: Establishing the
Page 129 and 130: Research Node S.6: Usable SecurityT
Page 131 and 132: Q-16 When composing systems of indi
Page 133 and 134: E-22 How can we define the scope of
Page 135: E-55 What level of statistical anal
Page 139 and 140: P-24 How do we identify suitable pa
Page 141 and 142: D-16 What organization-based confid
Page 143 and 144: D-43 What lessons can be learned fr
Page 145 and 146: T-14 How do you sustain and evolve
Page 147 and 148: T-46 How do you analyze data collec
Page 149 and 150: Further Readingand References
Page 151 and 152: [Boegh 1999]Boegh, J.; Depanfilis,
Page 153 and 154: [Wang 1999]Wang, W.; Pan, D.; & Che
Page 155 and 156: [Yoon 2001]Yoon, I.-C.; Min, S.-Y.;
Page 157 and 158: [Kaba 1995]Kaba, A. B. & Derniame,
Page 159 and 160: [Becker-Kornstaedt 2002]Becker-Korn
Page 161 and 162: [Prikladnicki 2003]Prikladnicki, R.
Page 163 and 164: [Smite 2004]Smite, D. “Global Sof
Page 165 and 166: [Smith 1996]Smith, M. A.; Mitra, S.
Page 167 and 168: [Weisbord 1987]Weisbord, M. Product
Page 169 and 170: Appendix[Beznosov 2005]Beznosov, K.
Page 172: Julia AllenVic BasiliBarry BoehmGon
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