1 Dr. Kıvanç DİNÇER, PMP Hace6epe University CMMI for High-Performance with TSP/PSP
2 Systems & SoFware The Systems usage has experienced an growth over the past years. IT Systems are much more sofware dependent than before.
3 Cost and Schedule Performance Trends - 2
4 Cost and Schedule Performance Trends
5 So6ware Process Quality SoFware is the only modern technology that ignores quality test. Most sofware defects are found in or afer test when defect removal is the most expensive and least This strategy results in buggy products and unnecessary rework, development costs.
6 Cost to Fix Defects Source: Construx SoFware Builders, Inc.
7 CMMI with TSP and PSP
8 CAPABILITY MATURITY MODEL INTEGRATED (CMM / CMMI)
9 CMM as a Remedy In the late 1980s and early 1990s the SEI developed the Capability Maturity Model (CMM) which captured best for sofware development.
10 What is CMMI? The Purpose of CMM is to provide guidance for improving your s processes and your ability to manage the development, and maintenance of products and services
11 CMMI In a Nutshell
12 CMMI Staged - 5 Maturity Levels Level 4 Managed Level 5 Process performance improved through incremental and technological improvements. Processes are controlled using and other techniques. Level 1 Level 3 Defined Level 2 Managed Processes are well characterized and understood. Processes, standards, procedures, tools, etc. are defined at the X ) level. Processes are planned, documented, performed, monitored, and controlled at the project level. O6en Processes are unpredictable, poorly controlled,
13 CMMI Terminology and Structure Maturity Levels (1-5) Process Area 1 Process Area 2 Process Area n Required. Specific for each process area. Specific Goals Commitment to Perform Generic Goals Common Features Ability to Perform Required. Common across all process areas. Verifying Specific Required Required Generic Sub typical work products, discipline generic goal goal and notes, and references Sub typical work products, discipline generic goal goal and notes, and references
14 Examples For the Requirements Management Process Area: An example Goal (required): Manage Requirements An example to support the Goal (required): Maintain bi- traceability of requirements Examples (suggested, but not required) of typical Work Products might be Requirements traceability matrix or Requirements tracking system
15 CMMI TR den Örnekler
16 Maturity Levels and Performance Many people believe that when you achieve a higher CMMI maturity that higher performance follows. Achieving a higher CMMI maturity doesn t guarantee higher performance The performance you achieve will depend on your of CMMI.
17 CMM / CMMI CMMI is a model not a process. It describes characteris,cs of processes, not the processes themselves. The trick is to translate the model into a high- performance, high- maturity Also, to do this effec$vely and efficiently.
18 CMMI Challenges - 1 There can be considerable performance in of CMMI Why? The example don t all have equivalent performance, e.g. informal reviews aren t as as formal The same example can have in performance, e.g. average yield* can range from 30% to 70%. Complete, detailed, performance metrics for the process are lacking and what isn t measured isn t managed. Remember that a is no guarantee of performance. *Yield is the percentage of defects found during the
19 CMMI Challenges - 2 CMMI is a model of capability and so tend to be focused at the level. There is increasingly less focus on the processes of projects and teams individual managers and developers What does performance depend on? It is a of the process performance of the projects and teams which is a of the process performance of the managers and developers.
20 CMMI Challenges - 3 Process is a key challenge. coverage the percentage of the that is using the process. process fidelity the degree to which the process is and measured as defined.
21 (cont d) Impact on Performance Example of impact on performance using Assume: Only code are conducted (process design flaw) Only half the modules are inspected (process fidelity issue) Only half of the projects are using the process (problem with coverage) yield is only 30% (poor Only about 75% of the defects will be found before system test instead of the 95% that would be found if were fully implemented. Cost to the more defects to find and fix in system test.
22 CMMI: Time to Move Up
23 CMMI with TSP and PSP
24 PERSONAL SOFTWARE PROCESS (PSP)
25 Birth of PSP SEI Fellow Wa6s Humphrey decided to apply the underlying principles of the CMM to the sofware development of a single developer. The result of this effort was the Personal SoFware Process (PSP). It is designed to be a CMM level 5 process for individual sofware developers.
26 What is a Process? A process is a defined set of steps for doing a job. A process guides your work. A process is usually defined for a job that is A process provides a for planning. A process is a template, a generic set of steps. A plan is a set of steps for a specific job, plus other things such as effort, costs, and dates.
27 Personal So6ware Process The PSP is a process designed for individual use that applies to structured personal tasks. With PSP, developers use defined and measured personal processes. They gather and defect data as they work. They used the data to plan and track their work, Manage the quality of the products they produce Measurably improve performance
28 PSP Steps
29 Process Planning Framework
30 PSP Changes So6ware SoFware work is planned. Plans are based on processes and are based on historical process data. SoFware work is measured and tracked. Status is based on the data. SoFware quality is also planned, tracked, and managed.
31 Why Define and Use a Personal Process? Benefits include Consistency Efficiency Basis for improvement
32 1/3 Consistency Using a defined personal process helps you to achieve consistent results. Your results are more likely to be similar that you use the process. Your work becomes more predictable.
33 2/3 Efficiency Using a defined personal process helps you to be more efficient. It structures and guides your work. Orders the steps Avoids rework It keeps you focused on what needs to be done. Fewer restarts Manage interrupts You can accomplish your work in
34 3/3 Efficiency By gathering data on your work, you can determine which steps Take the Cause you the most trouble Are the least With this you can for improving your results by making changes to your process.
35 PSP Improves Performance accuracy Fewer More accurate balanced around zero Quality Yield imroves by 2x to 3x Fewer defects in unit test, test, and system test COQ is flat or reduced Effort Accuracy
36 PSP Reduces Defects Effort Accuracy
37 PSP Improves
38 TEAM SOFTWARE PROCESS (TSP)
39 CMMI with TSP and PSP
40 Birth of TSP It soon became obvious that, while excellent results were possible using the PSP, it was almost impossible to maintain the discipline required for PSP if the surrounding environment did not encourage and demand them. Humphrey then developed the Team SoFware Process (TSP) for the smallest unit in most the project team. TSP was designed to be a CMM level 5 process for project teams.
41 Working in Teams Successful teams are both and rare. Although many teams come close to their product and business goals, they ofen do so at the expense of the team members. A jelled team works together smoothly and efficiently. A jelled team is greater than the sum of its parts and the enjoyment people derive from the work is greater than you would expect. Peopleware, DeMarco & Lister. TSP is a proven- way of building jelled teams quickly.
42 Team So6ware Process The Team SoFware Process (TSP) is a sofware development process for engineering teams. TSP is a process- based to common sofware engineering and management issues cost and schedule predictability and product quality process improvement
43 TSP Teams are Self- Directed
44 the How- to Technologies Used as of CMMI or to augment to improve performance and achieve higher maturity. Introduces self- direct team management style required for high performance teams.
45 Building High- Performance Teams TSP builds high- performance teams from the bo6om- up.
46 TSP Process Elements
47 TSP Coverage of CMMI By Maturity Level
48 TSP Improves Effort (Cost) and Schedule Predictability
49 TSP Improves Product and Process Quality An analysis of 20 projects in 13 showed TSP teams averaged 0.06 defects per thousand lines of new or modified code. Approximately 1/3 of these projects were defect- free. These results are be6er than those achieved in high maturity Source: CMU/SEI TR- 014
50 TSP System Test Performance Range and Average
51 TSP Accelerates CMMI Improvement
52 NAVAIR AV- 8B TSP/CMMI Experience AV- 8B is a NAVAIR System Support They integrate new features into the Marine Harrier aircraf. They used TSP to reduce to go from CMM Level 1 to CMM Level 4. Similar results can be achieved with CMMI.
53 TSP is a accessible method for achieving the benefits of high maturity process on a much accelerated schedule. Several have used the TSP to move up the maturity ladder in much than reported averages, including one NAVAIR group that went from level 2 to level 4 in just 16 months largely on the strength of its TSP
54 The results demonstrate that a high- performance CMMI is possible with the use of PSP & TSP. high performance maturity Predictable and improved cost and schedule Near defect- free quality developers, managers and customers
55 The results demonstrate that a more successful CMMI are possible with the use of PSP & TSP. high performance maturity Predictable and improved cost and schedule Near defect- free quality developers, managers and customers SUMMARY
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