SPICE auf der Überholspur. Vergleich von ISO (TR) und Automotive SPICE

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2 SPICE auf der Überholspur Vergleich von ISO (TR) und Automotive SPICE

3 Historie Software Process Improvement and Capability determination ISO Draft SPICE wird als Projekt der ISO zur Entwicklung eines Technical Reports gestartet (Fast Track) ISO TR Veröffentl. ISO Automotive SPICE Technical Report fertig 1998/99 (ISO/IEC TR 15504:1998, Teil 1-4 und 6-9, Teil 5 ist von 1999) ISO/IEC TR muss umgeschrieben werden, da nicht kompatibel zu ISO/IEC (1995) ISO/IEC Teil 1-4 werden veröffentlicht 2003/2004 Automotive SPICE wird veröffentlicht Q3/2005 ISO/IEC Teil 5 wird veröffentlicht Q1/2006

4 Measurement Framework Generic Practices (GP) Base Practices (BP) Capability Scale PM KM QM SW Test Process Assessment Model (PAM) SW Design ISO Part 5 Automotive SPICE PAM Process Reference Model ISO Automotive SPICE PRM

5 Automotive SPICE Positionierung Automotive SPICE ISO/IEC Process Capability Determination Assessment Procedure ISO/IEC additional PRMs ISO/IEC Automotive SPICE process reference model for systems engineering additional process reference models can be applied (e.g. SPICE 4 SPACE) process reference model for software engineering process reference model for automotive software engineering SPICE 4 SPACE standard of the European Space Agency

6 Indikatoren der Prozessdimension Unterschiede zu ISO TR Es bei gibt bei Automotive SPICE nur noch Output Work Products Hinweis: ISO/IEC unterscheidet auch weiterhin zwischen Input und Output Work Products Überarbeitete Base Practices Neue Practices Eindeutigere Formulierung Vereinheitlichung des Satzbaus Zuordnung von Process Outcomes zu Base Practices Process Outcomes zu Work Products

7 Indikatoren der Reifegraddimension ISO TR 15504: Management Practices (practice performance characteristics, resource and infrastructure characteristics) ISO/IEC 15504: Generic Practices Generic Work Products Generic Resources Automotive SPICE PAM: Generic Practices Generic Resources

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10 HIS Scope Vergleich ISO/IEC TR ENG.1.1 System requirements analysis and design process ENG.1.2 Software requirements analysis process ENG.1.3 Software design process ENG.1.4 Software construction process ENG.1.5 Software integration process ENG.1.6 Software testing process ENG.1.7 System integration and testing process SUP.3 Quality Assurance Process SUP.2 Configuration Management Process SUP.8 Problem Resolution Process MAN.2 Project Management Process ISO/IEC 15504/Automotive SPICE ENG.2 System requirements analysis ENG.3 System architectural design ENG.4 Software requirements analysis ENG.5 Software design ENG.6 Software construction ENG.7 Software integration (test) ENG.8 Software testing ENG.9 System integration (test) ENG.10 System testing SUP.1 Quality assurance SUP.8 Configuration management SUP.10 Change request management SUP.9 Problem resolution management MAN.3 Project management

11 Key concept - System Customer requirements elicits Are derived from validates Acceptance Testing Requirements elicitation elicits elicits System architectural design Are allocated to Mechanics requirements 1 System functionaland non-functional requirements specify Specifies requirements for 1 Mechanics System integrates integrates integrates Are allocated to System Integration verification criteria uses verifies System Testing Are allocated to Hardware requirements 1 specify 1 Hardware Validates SW-only systems Explanation: System System Integration work product of a process Software design Software requirements 1 specify 1 Software Are derived from 1 Is integrated to verifies verification criteria Software Testing 1 Software- Component 1 Softwareitem Is integrated to Software Integration uses Software Unit

12 Vergleich: Software Design TR ENG ENG.5 Automotive SPICE ENG.5 BP1 : Develop software architectural design BP1: Describe software architecture. BP1: Develop software architectural design. BP2 : Design interfaces BP2: Define interfaces. BP2: Allocate software requirements. new BP3 : Verify the software design BP3: Develop detailed design. BP3: Define interfaces. BP4 : Develop detailed design BP5 : Establish Traceability BP4: Analyze the design for testability. BP5: Ensure consistency. BP4: Describe dynamic behaviour. BP5: Define resource consumption objectives. BP6: Develop detailed design. new new BP7: Develop Test Criteria. new BP8: Verify Software Design. BP9: Ensure consistency and bilateral traceability to software requirements. BP10: Ensure consistency and bilateral traceability to software architectural design.

13 Vergleich: Qualitätssicherung TR SUP.3 BP1: Develop quality assurance strategy. BP2: Establish quality standards. BP3: Define quality records. BP4: Assure quality of process activities. BP5: Assure quality of work products SUP.1 BP1: Develop a strategy for product and process quality assurance. BP2: Define quality records. BP3: Assure the quality of project process activities and project work products. BP4: Identify and record problems and non-conformance. BP5: Act on non-conformances. Automotive SPICE SUP.1 BP1 : Develop project quality assurance strategy BP2: Develop and maintain an organisation structure which ensures that quality assurance is carried out and report new independently. BP3: Develop and implement a plan for project quality assurance based on a quality assurance strategy. BP4: Maintain evidence of quality assurance BP5: Assure quality of work products. BP6: Report quality results. BP7: Handle deviations. BP6: Assure quality of process activities. BP7: Track and record quality assurance activities and report results. BP8: Report quality assurance activities and results. BP9: Ensure resolution on nonconformances. BP10: Implement an escalation mechanism. new

14 Konsequenzen für Qualitätssicherung Organisation: Qualitätsbeauftragte weisungsunabhängig zur Projektleitung! -> Querschnittsabteilung notwendig Berichtswege: Qualitätsbeauftragte berichten Projekt-übergeordneten Stellen Eskalationsstufen über Standard-Berichtsweg hinaus müssen definiert sein! Dokumentation: Qualitätssicherungsplan explizit gefordert! Eskalationsstufen und -wege definiert Kooperation mit Qualitätssicherung des Kunden definiert Konsistenz mit organisationsweiter Qualitätssicherungsstrategie muss sichergestellt sein Dokumentation aller Qualitätssicherungsmaßnahmen und Berichte

15 Configuration Management TR SUP.2 BP1 : Develop configuration management strategy BP2 : Establish configuration management system BP3 : Identify configuration items BP4 : Maintain configuration items description BP5 : Manage Changes BP6 : Manage product releases BP7 : Maintain configuration items history BP8 : Report configuration status BP9 : Manage the release and delivery of configuration items Automotive SPICE SUP.8 BP1: Develop configuration mangement strategy BP2: Identify configuration items BP3: Establish configuration management system BP4: Establish branch management strategy BP5: Establish baselines BP6: Maintain configuration item description BP7: Control modification and releases BP8: Maintain configuration items history BP9: Report configuration status BP10: Verify the information about configured items new new new BP 11: Manage the backup, storage, archiving, handling and delivery of configuration items new

16 Work Products im Automotive SPICE Process Outcomes für Configuration Management: As a result of successful implementation of this process: 1) A configuration management strategy is developed; 2) all items generated by a process or project are identified, defined and base lined according to the Configuration management strategy; 3) modifications and releases of the items are controlled; 4) modifications and releases are made available to affected parties; 5) the status of the items and modification requests are recorded and reported; 6) the completeness and consistency of the items is ensured; and 7) storage, handling and delivery of the items are controlled.

17 Notes In den Notes der Base Pratices sind Neuerungen enthalten! Beispiel Configuration Management: NOTE 11: The description should identify: its decomposition into lower level configuration components; who is responsible for each item; and when it is placed under configuration management. NOTE 5: Items requiring configuration control may also include work products of hardware (layouts, drawings, circuit boards, bills of material, etc.) and mechanical development.

18 Change Request Management TR SUP.2 BP5 : Manage Changes Automotive SPICE SUP.8 BP1: Develop a change request management strategy. [OC:1] BP2: Establish a consistent change request management proceeding [OC:1] BP3: Identify and record the change request. [OC: 2,3] BP4: Record the status of change requests. [OC: 8] BP5: Establish the dependencies and relationships to other change requests. [OC: 3] BP6: Assess the impact of the change. [OC: 4,5] BP7: Analyze and prioritize change requests. [OC: 4,5] BP8: Approve change requests before implementation. [OC: 6] BP9: Identify and plan the verification and validation activities to be performed for implemented changes. [OC: 4,5,6] BP10: Schedule and allocate the change request. [OC: 5,7] BP11: Review the implemented change. [OC: 7,8] BP12: Change requests are tracked until closure. [OC: 7,8]

19 Bi-lateral Traceability

20 Schwerpunkt Traceability Automotive SPICE legt mehr Gewicht auf die bidirektionale Traceability, als der TR Standard Mehr Base Practices zum Thema Tracing Rating verändert sich im Vergleich zu SPICE TR TR ENG.1.4 BP1 : Develop software units Automotive SPICE ENG.6 BP1: Define a unit verification strategy. BP2 : Develop unit verification procedures BP3 : Verify the software units BP4 : Establish traceability BP2: Develop unit verification criteria. BP3: Develop software units. BP4 : Verify the software units BP5 : Ensure consistency and bilateral traceability to software requirements BP6 : Ensure consistency and bilateral traceability to detailed design Andere Gewichtung! BP7 : Ensure consistency and bilateral traceability to test specification

21 Generic versus Management Practices Level 1: TR: PA 1.1 Process performance attribute MP Identify input and output work products MP Ensure that the scope of work is identified MP Ensure that the base practices are implemented Automotive: PA 1.1 Process performance attribute GP Achieve the process outcomes

22 Generic versus Management Practices Level 2 TR: PA 2.1 Performance Management Attribute MP Identify the objectives for the performance of the process (for example, timescale, cycle time and resource usage). MP Plan the performance of the process according to the identified objectives by identifying the activities of the process, the expected time schedule and allocation of resources for each activity. Automotive: PA 2.1 Performance Management Attribute GP Identify the objectives for the performance of the process. GP Plan and monitor the performance of the process to fulfill the identified objectives. GP Adjust the performance of the process. GP Define responsibilities and authorities for performing the process. GP Identify and make available resources to perform the process according to plan. GP Manage the interfaces between involved parties.

23 Generic versus Management Practices Level 2 TR: PA 2.2 Work Product Management Attribute MP Identify the requirements for the work products, including both functional and non-functional aspects. MP Manage the documentation, configuration management and change control of the work products. MP Identify and define any work product dependencies. MP Manage the quality of work products to ensure that they meet their functional and non-functional requirements. Automotive: PA 2.2 Work product management attribute GP Define the requirements for the work products. GP Define the requirements for documentation and control of the work products. GP Identify, document and control the work products. GP Review and adjust work products to meet the defined requirements.

24 SPI Vorgehen Gap analysis Workshops Reviews for each process area Setup & Kick off Process & project analysis Design procedures Coaching Rollout process Analysis Pilot Feedback Pilot procedures Define training concept Implement training Training Perform training Plan Plan pilot SPI Project management Plan rollout

25 Überprüfung der Compliance Abbildung schaffen zwischen Prozessmodell und Anforderungen aus Referenzmodell Auswertung der Compliance auf Knopfdruck Gap-Analyse ISO Part 5 IEC Referenzmodell Automotive SPICE Abbildung Prozessmodell Unternehmensstandard

26 Reference Compliance Workbench

27 Vielen Dank für Ihre Aufmerksamkeit! Noch Fragen? Jetzt oder später unter

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