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5Research questions associated with this node include 13Process Type (including scale)P-1 How do we select the best possible project process or set ofprocesses to use? The latter is particularly relevant when havingdifferent processes. Selection of the project process is a key issueto be able to achieve project goals. Moreover, it must be possibleto adapt the process to different types of applications, projectsize, and so forth.P-2 How do we scale processes to our needs? How does a subjectmatter expert (SME) know when it is time to have more formalprocedures in place? SMEs cannot be expected to have welldefinedprocesses in place. It is hence important to be able tohave as little overhead as possible, but still sufficient to enablethe delivery of high-quality software. As a small company grows,it is important to realize that the processes used have to change.The questions are when to change them and how to change them.It is easy for a company to grow out of its process support.CompetencyP-3 What are the needed competencies for the required tasks on aspecific project? How is the relation between competence profileand development process handled? It is a challenge to havethe right mix of competencies in a given project, in particularwhen certain type of competence may be needed in too manyprojects at the same time. It is also a particular problem for smallcompanies where often the same person must take on multipleroles. This issue becomes an even larger challenge when lookinginto successive nodes within this theme. Furthermore, how do you“process-bond” teams that are brought together from outside thecompany for specific projects?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?Different companies mean different competencies. How do weeffectively combine competencies that are available in differentcompanies?13 We’ve given each research theme a letter identifier so that the questions associatedwith each theme can be more readily identified. We’ve identified this theme on managingproject processes with the letter P. Other themes on the relationships betweenprocesses and product qualities (identified with Q), process engineering (E), and processdeployment (D) feature the same treatment. In addition, questions associated with theeffects of emerging trends are identified with a T and those in the example instantiationfor security with an S.46 Theme P | IPRC Framework
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?5DistributionP-7 How do we manage development between different locations? Thisincludes managing, for example, responsibilities and risks betweenlocations (including risks inherent in distributing in the first place).Development across locations is in many cases a necessity for largeproject and large companies. This means that the actual distributionof the development must be managed. What managementprocedures are needed to manage a distributed project? How is timereporting done? To what extent do things have to be done in thesame 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. Thisincludes 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 of thesoftware. A typical example is how to handle performance.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 in differentcultures 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 at thesame 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 of culturesand mix of processes?IPRC Framework | Theme P 47
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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
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 and 62: Developing software across borders
Page 63 and 64: Where higher levels of integration
Page 65: 5.5.1 Research Node P.1: Operating
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
Page 113 and 114: 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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