A Process Research Framework - Software Engineering Institute ...

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5Also, IEEE Software published a special issue in September/October2006 on global software development and began a regular column onfree- and open-source software in 2005.Global software development provides some opportunities but also avast number of challenges (some of which also exist for single-site development),including• Process is often documented, but in many instances another processis practiced. How should we be able to coordinate the actualprocesses used?• How do we manage time zones and different cultures?• Is it at all possible to work with a common development base, wheresoftware is checked in and checked out by different developmentsites?• How do we manage integration of software developed at differentsites?• How do we divide software development among sites?The list of challenges can be made very long. The objective of this researchtheme is to try to structure some of the challenges and formulateresearch needs based on them.5.3 Characterizing the Current State of thePracticeToday we have many small companies operating on only a single site.Some of these companies operate collaboratively with others, possiblyto enhance capacity or to avail themselves of specialist skill sets. Thesecollaborations may involve several companies in one country or companiesdistributed across international borders, where the cost base orpolitical considerations may be important drivers. Such collaborationstend to be managed through subcontractor relationships.Many larger companies are split across multiple sites, again either inone country or across several countries. In such circumstances, theremay often be a greater tendency to have collaborative working arrangementswithout the notion of a subcontractor management structure.These projects may be considered more integrated than is oftenachieved through a contractual relationship.The level of process integration across split sites tends to be very low(“geography is destiny”). This is particularly true where cross-site managementis achieved through subcontractor relationships. Each site oftendeals with the other sites as “black boxes,” this being the easiest structureto handle given the current lack of process culture that pervades.42 Theme P | IPRC Framework
Where higher levels of integration have been successful, integration is,nevertheless, normally organized around development life-cycle stages.For example, requirements development and design are completed onthe same site. Then implementation and testing are accommodated ondifferent sites. True blending of team members across split sites is verymuch in the minority.5Many companies run projects across sites in different countries.Research is being conducted, but it is still quite limited in comparison tothe wide use of global development today, based on the searches mentionedof the ISI database. Some key areas of research may be identifiedand exemplified with some of the articles found. Research areas include• coordination of global development (e.g., [Carmel 2001,Hersleb 2003, Smite 2004, Smite 2005])• virtual teams (e.g., [Jacobs 2005, Sakthivel 2005])• agile development (e.g., [Reeves 2004, Rottman 2006,Tiwana 2004]).• a number of articles were identified when searching for“outsourcing” (e.g., [Kishore 2004, Dayanand 2001,Bhatnagar 1997])Global software development and outsourcing is a worldwide trend,and research is catching up with it. Evidence to support this conclusioninclude the inception of a new conference devoted to global development(ICGSE), ACM’s report on the topic, and the increasing frequencyat which articles on the topic are published (much more frequentlythan 10 years ago). Having said this, the amount of research into globalsoftware development and outsourcing is still low in comparison to theextent in which it is practiced in industry.5.4 Characterizing the Desired State of thePracticeIn this state, small and large organizations live together in harmonyand have culturally infused process awareness. Federations of smallorganizations tend to grow in response to project needs. As the projectscomplete, the federations reduce in size. Even large organizations tendto manage themselves around a federated system. The need for processin this environment is unquestioned. In fact, process compliance is amandatory requirement for entry onto the “register of suppliers.”Continuous process improvement is a regular practice at organizations.Education, training, and professional awareness support the aboveconcepts. Integrated process standards, including other disciplines andbusiness processes for different domains are common. Emerging processesfor systems engineering of global-scale complex and adaptiveIPRC Framework | Theme P 43
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A ProcessResearchFrameworkThe Inter
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This report was prepared for theSEI
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viIPRC Framework
Page 11 and 12: Executive SummaryThe discipline of
Page 13 and 14: Forces Driving Process Research Fra
Page 15 and 16: Process Research FrameworkThis docu
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 59 and 60: 5Theme P: ManagingProject Processes
Page 61: Developing software across borders
Page 65 and 66: 5.5.1 Research Node P.1: Operating
Page 67 and 68: P-6 How do we capture and share exp
Page 69 and 70: 5.5.2 Research Node P.2: Managing T
Page 71 and 72: P-27 Do locations need a primary an
Page 73 and 74: 6Theme D:Process DeploymentThis the
Page 75 and 76: Readers need to recognize the criti
Page 77 and 78: Accordingly, processes will be depl
Page 79 and 80: D-6 What is the quantitative relati
Page 81 and 82: The “assess” activity identifie
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
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9Sponsor Statements
Page 115 and 116:
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.;
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[Kaba 1995]Kaba, A. B. & Derniame,
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[Becker-Kornstaedt 2002]Becker-Korn
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[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.
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[Weisbord 1987]Weisbord, M. Product
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Appendix[Beznosov 2005]Beznosov, K.
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Julia AllenVic BasiliBarry BoehmGon
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