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6Assess Adopted Process EffectivenessD-38 What are the appropriate success criteria upon which to judgedeployed processes?• Can we develop a generally accepted set of measuresdescribing the effectiveness of deployed processes and theimpact of improvement actions?• Process reality is different for different organizations; how doesthis affect our understanding of success criteria?• What is the difference between documented and practicedprocesses? Is the development performed according to thedocumented processes or how does the actual developmentdiffer from the documented process within an organization?D-39 What level of automation can be introduced to facilitate theassessment process?D-40 How can we best validate processes, to confirm fitness for purposeand return on investment?D-41 What aspects of process capability are important and relevant forassessment?D-42 How can we be sure that the results of process evaluation reallyreflect the ability to satisfy business needs?D-43 What lessons can be learned from different forms of processevaluation?D-44 How can we improve the efficiency and effectiveness of processevaluation approaches?D-45 How do we convert process evaluation to a continuous activity thatcan be effectively automated?6.5.7 Research Node D.4: Managing Ongoing ProcessDeploymentActivities under this node develop: goals and targets for process performanceand capability, measures for monitoring performance and capability,analyses of collected data, identification of deficiencies betweenactual and targeted performance/capability, and actions to address thesedeficiencies (e.g., corrective actions and preventive actions).This node deals with the research needed to ensure that the ongoing deploymentof processes in the organization can be effectively monitoredand controlled, and that feedback on process performance will reinforcecontinuing motivation and sponsorship.64 Theme D | IPRC Framework
The objective of process research under this node is to establish a soundtheoretical framework that relates the results of process implementationto the process model being deployed. A sound theoretical and empiricalbasis exists for quantitative management of engineering, managementand improvement processes.6Part of understanding the success of a process deployment must comefrom process appraisal. This aspect is also considered in this node.D-46 Since all measurement is taken in a context, what is the best wayto characterize the adoption context? What is the best way tomeasure that context?D-47 How can adoption effectiveness be compared across organizationsor between any two organizations? That is, how do we knowwhich aspects of deployment to transfer from one organization toanother? How do we know what we are supposed to learn fromeach other?D-48 What is the impact of changes in the organization and thebusiness environment on the process needs and capabilities of theorganization?D-49 How do we best monitor on a continuous basis the capabilitiesand everyday use of deployed processes?D-50 How can we best monitor the ongoing returns on investmenton process deployment and improvement? Is ROI an importantindicator?D-51 What is the most effective way of identifying and addressingchanges in competencies driven by changes in the organizationand business context?D-52 How can we identify causes of variations in performance andcapability so as to initiate effective process evaluation?D-53 How do we create easy to use “experience bases” that allowknowledge to be stored, updated, and accessed by developers atvarying levels?D-54 How can concepts like network-centric knowledge management(could be social and/or infrastructure) be employed to leverageprocess knowledge across multiple contexts?D-55 What kind of ontology would be useful for classifying processbasedknowledge and the context of its acquisition and use?D-56 How can we improve the design and use of process assetrepositories to support effective learning from experience?IPRC Framework | Theme D 65
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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
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
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 83: Research questions associated with
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
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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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