A Process Research Framework - Software Engineering Institute ...

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About the IPRCIn 2004, the SEI formed the International Process Research Consortium(IPRC) to explore strategic research directions in software and systemsprocesses. The three fundamental components of the IPRC are depictedin Figure1: (1) the strategic goal, which is essentially permanent; (2) aprocess research framework, embodied in this document and future editions;and (3) high-priority process research initiatives.Priority Process Research InitiativesProcess Research Framework (10-year relevance)Strategic Goal (long term)Figure 1: Organizational Components of the IPRCStrategic GoalThe strategic goal of the IPRC is to foster an international communityof researchers and practitioners who collaborate to formulate a longtermprocess research agenda that catalyzes investment. Strategic criteriaset the tone for all the work of the IPRC and are the basis on whichall future work will be selected or defined. The strategic criteria arethese:• developing an agenda that invites collaboration and stimulatesinnovation• focusing on long-term issues• a resulting agenda of importance to the international communityxiiIPRC Framework
Process Research FrameworkThis document, the process research framework, is the first deliverableof the IPRC. The purpose of the framework is to (1) offer anorganization of the process research needs for the next 10 years, basedon the expertise and imagination of the IPRC members, and (2) act asa catalyst for community-wide discussions that further enhance andexpand the framework for future editions. Current plans include theconversion of this document into an online, interactive site where thelarger process community will be able to contribute to the framework.The framework will become a living document, offering the processcommunity a unique opportunity to influence the strategic direction ofour field.The scope of this first edition of the framework centers on thefollowing focal question: How should the community represented by theIPRC membership invest in process researchover the next 10 years?We use this phrasing deliberately; that is, we are interested not only inwhat research should be prosecuted, but also how that research maybe organized and who might participate.To answer our focal question requires consideration of anotherquestion:What will be the nature of software, systems,and the enterprise over the next 10 years?To address this question, one must consider what drives changein the first place:What are the drivers that will change the natureof software, systems, and the enterprise overthe next 10 years?These three questions are central to the ideas and recommendationscontained in this document.IPRC Frameworkxiii
Page 1: A ProcessResearchFrameworkThe Inter
Page 4: This report was prepared for theSEI
Page 8: viIPRC Framework
Page 11 and 12: Executive SummaryThe discipline of
Page 13: Forces Driving Process Research Fra
Page 17 and 18: MembersTwenty-seven leaders in indu
Page 19 and 20: A colleague from SAIC, Ms. Mary Ann
Page 21 and 22: 1Introductionto the Framework
Page 23 and 24: As the work of the IPRC developed,
Page 25 and 26: 1. The Relationships Between Proces
Page 27 and 28: 2Architecture of theResearch Themes
Page 29 and 30: Managing Project Processes (Section
Page 31 and 32: 2.2 Instantiating the Core ProcessR
Page 33 and 34: The product, process, people, and p
Page 35 and 36: 2. These advances will be followed
Page 37 and 38: 2.4 How Each Theme Presentation isS
Page 39 and 40: 3Theme Q:The RelationshipsBetween P
Page 41 and 42: • security• usability (human-ma
Page 43 and 44: plan to address the underlying issu
Page 45 and 46: In addition, processes are effectiv
Page 47 and 48: Q-13 How do we make well-informed d
Page 49 and 50: 4Theme E: ProcessEngineeringThis th
Page 51 and 52: create defined 8 processes for spec
Page 53 and 54: Mechanisms for SpecificationE-5 How
Page 55 and 56: Research questions associated with
Page 57 and 58: Research questions associated with
Page 59 and 60: 5Theme P: ManagingProject Processes
Page 61 and 62: Developing software across borders
Page 63 and 64: 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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Research questions associated with
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The objective of process research u
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7 Process Effects ofEmerging Techno
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If this sounds like Fred Brooks Jr.
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Figure 5 provides a framing of thre
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Process ChallengesIntegrated OrHete
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and management of stakeholder expec
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T-18 What replaces “quality = con
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have a comfort level with uncertain
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When trying to integrate in a conte
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T-49 How do we analyze the communic
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8Scenarios
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Jurassic Park(Reconfigurable packs
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Pandemic Triggers Global Instabilit
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Embedded Software Rules(Rapid co-de
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9Sponsor Statements
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We also monitor and evaluate the bu
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Lockheed Martin Corporation IS&S(Pr
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The SEI, with its reputation as a
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As a sponsor, TCS has introduced th
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A passion for innovation lies at th
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Appendix
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Research Node S.2: Establishing the
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Research Node S.6: Usable SecurityT
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Q-16 When composing systems of indi
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E-22 How can we define the scope of
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E-55 What level of statistical anal
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P-10 How do we handle different tim
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P-24 How do we identify suitable pa
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D-16 What organization-based confid
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D-43 What lessons can be learned fr
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T-14 How do you sustain and evolve
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T-46 How do you analyze data collec
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Further Readingand References
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[Boegh 1999]Boegh, J.; Depanfilis,
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[Wang 1999]Wang, W.; Pan, D.; & Che
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[Yoon 2001]Yoon, I.-C.; Min, S.-Y.;
Page 157 and 158:
[Kaba 1995]Kaba, A. B. & Derniame,
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[Becker-Kornstaedt 2002]Becker-Korn
Page 161 and 162:
[Prikladnicki 2003]Prikladnicki, R.
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[Smite 2004]Smite, D. “Global Sof
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[Smith 1996]Smith, M. A.; Mitra, S.
Page 167 and 168:
[Weisbord 1987]Weisbord, M. Product
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Appendix[Beznosov 2005]Beznosov, K.
Page 172:
Julia AllenVic BasiliBarry BoehmGon
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