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Process Improvement and CMMI for Systems and Software [Kõva köide]

3.50/5 (4 hinnangut Goodreads-ist)
(Process Strategies, Inc., Los Angeles, California, USA),
  • Formaat: Hardback, 436 pages, kõrgus x laius: 234x156 mm, kaal: 748 g
  • Ilmumisaeg: 09-Mar-2010
  • Kirjastus: Auerbach
  • ISBN-10: 1420060503
  • ISBN-13: 9781420060508
Teised raamatud teemal:
Process Improvement and CMMI for Systems and SoftwareSuurem pilt
  • Formaat: Hardback, 436 pages, kõrgus x laius: 234x156 mm, kaal: 748 g
  • Ilmumisaeg: 09-Mar-2010
  • Kirjastus: Auerbach
  • ISBN-10: 1420060503
  • ISBN-13: 9781420060508
Teised raamatud teemal:
Püsilink: https://www.kriso.ee/db/9781420060508.html
Märksõnad:
Process Improvement and CMMI® for Systems and Software provides a workable approach for achieving cost-effective process improvements for systems and software. Focusing on planning, implementation, and management in system and software processes, it supplies a brief overview of basic strategic planning models and covers fundamental concepts and approaches for system and software measurement, testing, and improvements.





The book represents the significant cumulative experience of the authors who were among the first to introduce quality management to the software development processes. It introduces CMMI® and various other software and systems process models. It also provides readers with an easy-to-follow methodology for evaluating the status of development and maintenance processes and for determining the return on investment for process improvements.





The authors examine beta testing and various testing and usability programs. They highlight examples of useful metrics for monitoring process improvement projects and explain how to establish baselines against which to measure achieved improvements. Divided into four parts, this practical resource covers:



















Strategy and basics of quality and process improvement





Assessment and measurement in systems and software





Improvements and testing of systems and software





Managing and reporting data











The text concludes with a realistic case study that illustrates how the process improvement effort is structured and brings together the methods, tools, and techniques discussed. Spelling out how to lay out a reasoned plan for process improvement, this book supplies readers with concrete action plans for setting up process improvement initiatives that are effective, efficient, and sustainable.
Foreword xv
Preface xvii
Acknowledgments xxi
About the Authors xxiii
SECTION I STRATEGY AND BASICS OF QUALITY AND PROCESS IMPROVEMENT
The Strategic Role of Systems and Software Quality
3(28)
Synopsis
3(2)
Basic Strategic Planning
5(3)
Strategic Planning Models
8(3)
Elements of System and Software Quality
11(8)
Requirements Establishment and Control
14(1)
Methodology Establishment and Implementation
14(1)
Quality Evaluation
15(3)
Interactions among System Quality Program Elements
18(1)
Deployment of Strategic Quality Goals
19(2)
Strategic Maps and Balanced Scorecards
21(5)
Summary
26(2)
References
28(3)
Basic Elements of Continuous Process Improvement
31(34)
Synopsis
31(1)
Continuous Improvement Infrastructures
31(6)
Process Improvement Projects and Measurement Programs
37(4)
Six Sigma (DMA=C and DFSS Methodology)
41(5)
Enterprise Knowledge Development (EKD)
46(7)
EKD Actor and Role Components
48(1)
The Actor and the Actor's Role
48(1)
The Actor-Role Relationship
49(1)
The Role-Role Relationship
49(1)
Using the Notation
50(1)
Guidelines for the Actor-Role Diagram
50(1)
Examples of Actor-Role Diagrams
51(1)
EKD Role-Activity Diagram
51(2)
Organizational Patterns
53(7)
The Notion of Pattern
54(1)
Pattern Template
54(6)
Summary
60(1)
References
60(5)
SECTION II ASSESSMENT AND MEASUREMENT IN SYSTEMS AND SOFTWARE DEVELOPMENT
CMMI, People CMM, Personal and Team Software Process, eSCM, ITIL, and ISO Standards
65(50)
Synopsis
65(1)
Capability Maturity Model Integration (CMMI)
66(17)
History
66(2)
CMMI
68(1)
Motivating Factors
68(1)
Version 1.1
69(7)
Version 1.2
76(1)
Version 1.2
77(1)
CMMI for Acquisition (CMMI-ACQ)
77(2)
CMMI for Services (CMMI-SVC)
79(1)
SCAMPI Class A Appraisal Methodology
80(2)
SCAMPI B and C Appraisals
82(1)
People CMM
83(4)
Personal and Team Software Process
87(4)
PSP
87(3)
TSP
90(1)
eSourcing Capability Model (eCSM)
91(5)
Barriers to Successful Sourcing Relationships
91(1)
eSCM for Service Providers
92(2)
eSCM for Client Organizations
94(1)
eSCM Capability Determinations
95(1)
Information Technology Infrastructure Library (ITIL)
96(4)
Description
96(3)
Certification
99(1)
Connections between ITIL and eSCM
100(1)
ISO Standards and Models
100(9)
ISO 9001
100(3)
SPICE (ISO 15504)
103(2)
ISO 12207
105(1)
ISO 15288
106(3)
ISO Standard Interrelationships
109(1)
Summary
109(2)
References
111(4)
System and Software Measurement Programs
115(46)
Synopsis
115(1)
Defining Measures for Process Control and Improvement
115(9)
Size
121(1)
Defects
122(1)
Effort
123(1)
Duration
123(1)
Cost
123(1)
Customer Satisfaction
123(1)
Effectiveness of Process Measurement Programs
124(5)
Attributes
124(3)
Impact Factors
127(1)
Positive Impact Factors
127(1)
Negative Impact Factors
127(1)
Measuring Impact
128(1)
Measurement Program Implementation Steps
129(10)
Plan/Evaluate Phase
130(1)
Reasons for Implementation
130(1)
Questions to Help Identify Goals
131(1)
Identification of Sponsors
131(2)
Identification of Roles and Responsibilities
133(2)
Analysis Phase
135(1)
Analysis of Audience and Identification of Target Metrics
135(1)
Definition of Metrics
135(2)
Implement/Measure Phase
137(1)
Organizing for Just-in-Time Training and Education Processes
137(1)
Reporting and Publishing Results
138(1)
Improve Phase
138(1)
Managing Expectations
138(1)
Managing with Metrics
139(1)
Case Studies
139(10)
Measurement Program Case Studies
140(1)
An Effective Measurement Program
140(1)
An Ineffective Measurement Program
141(1)
Beneficial Measurement Examples
141(1)
Staffing Profiles
141(1)
Software Size
142(2)
Problem Report Tracking
144(1)
Control Charts of Newly Opened Bugs, by Week
145(3)
Control Charts of Closed Bugs, by Week
148(1)
A Cost-Driven Dashboard
149(1)
Measurement and the CMMI High Maturity Practices
149(6)
Maturity Level 4
151(2)
Maturity Level 5
153(2)
High Maturity Summary
155(1)
Chapter Summary
155(1)
References
156(5)
SECTION III IMPROVEMENTS AND TESTING OF SYSTEMS AND SOFTWARE
System and Software Development Process Improvement
161(30)
Synopsis
161(1)
Implementing System and Software Process Improvement
161(18)
Developing a Long-Range Action Plan for Process Improvement
162(13)
Work Environment Factors Affecting Process Improvement Plan Implementation
175(1)
Facilities
175(1)
Software Tools to Facilitate Process Implementation
176(1)
Personnel Resources
177(1)
Management Policies
178(1)
Managing Improvement Projects
179(2)
Roles and Responsibilities and Specifying Mission Statements
181(2)
Criteria for Team Composition
183(1)
Launching Improvement Teams
184(1)
Managing Improvement Teams
184(1)
After Action Reviews
184(5)
Summary
189(1)
References
189(2)
System and Software Testing Strategies
191(58)
Synopsis
191(1)
Designing a Test Strategy
192(10)
Background
192(8)
``Pre-Alpha'': Early Testing before Feature Freeze
200(1)
``Alpha'': Feature Freeze
201(1)
``Validation and Beta'': Development Is Complete
201(1)
Implementing a Test Strategy
202(10)
Ten Steps for Time-to-Market and Quality Improvement
202(1)
Build and Development Product Version Plans
203(1)
Main Phases in the Test Plan
204(1)
Monitoring and Controlling the Test Process
205(1)
Defects per Build
205(3)
Defects by Severity/Status
208(4)
Software Cybernetics
212(6)
Background
212(3)
Modeling of Incremental Software and System Control
215(1)
Modeling of Test Processes
216(2)
Test Strategy Results
218(3)
Accumulated Lines of Code and Accumulated Defects per Build
218(1)
New Defects per Build
219(1)
New Severity I through Severity 3 Defects per Build
220(1)
Assessing Testing Effectiveness and Efficiency
221(7)
The Software Trouble Assessment Matrix (STAM)
221(1)
A STAM Analysis of Release 7.0
222(1)
Comparing Releases with a STAM Analysis
222(6)
Software Reliability Models
228(1)
Summary
229(1)
References
229(3)
Software Reliability Models
232(13)
Markov Models
233(2)
A Case Study of the Lipow Model
235(2)
NHPP Models
237(1)
The Goel-Okomoto Model
238(1)
The Musa-Okomoto Logarithmic Model
238(1)
The Yamada S-Shaped NHPP Models
238(1)
The Log-Power Model
239(1)
Other NHPP Extensions
239(1)
Bayesian Models
239(1)
Estimation for Model Parameters and Semi-Parametric Control
240(1)
Point Estimation for NHPP Model Parameters
240(1)
A General Approach for Parameter Estimation
240(3)
The Shiryayev-Roberts Semi-Parametric Procedure
243(2)
References
245(4)
System and Software Beta and Usability Programs
249(50)
Synopsis
249(1)
Planning Beta Programs
250(9)
Introduction to Beta Planning
250(5)
Beta Test Standard Operating Procedure
255(4)
Beta Test Data Collection and Analysis
259(13)
Beta Survey Design
259(2)
Beta Test Survey Data Analysis
261(8)
Reliability Models
269(3)
Beta Test Risk and Usability Analysis
272(9)
Introduction to Risk Management
273(1)
Risk Identification
273(1)
Risk Analysis
274(6)
Risk Monitoring and Control
280(1)
Usability Analysis
281(7)
Introduction to Usability
281(1)
A Case Study: Web Usability Analytics
282(1)
A DSUID Implementation Framework: The Seven Layers Model
283(2)
DSUID Modeling Techniques
285(3)
Determining Readiness Success Criteria
288(4)
Mapping Goals to Strategic Objectives
288(2)
Using QFD to Establish Readiness Criteria
290(2)
Managing Readiness Reviews
292(1)
Summary
293(1)
References
294(5)
SECTION IV MANAGING AND REPORTING DATA, AND A COMPREHENSIVE CASE STUDY
Data Reporting and Analysis
299(32)
Synopsis
299(1)
Designing a Data Reporting System
300(5)
Defining the Data to Collect
300(1)
Establishing the Data Center
301(2)
Data Collection
303(1)
Data Storage and Analysis
303(1)
Data Analysis Procedures
304(1)
Operating a Data Reporting System
305(3)
Staffing
305(1)
Data Entry
306(1)
Data Backups
306(2)
Power Failure Considerations
308(1)
Analyzing Data
308(3)
Reporting on Findings and Consequences
311(2)
Field Data Reporting
313(12)
Summary
325(4)
References
329(2)
Systems Development Management Dashboards and Decision Making
331(40)
Synopsis
331(1)
Introduction to Systems Development Management Dashboard
332(1)
A Systems Development Management Dashboard Case Study
332(15)
Progress
334(5)
Change
339(3)
Staff
342(2)
Risk
344(2)
Quality
346(1)
Additional Metrics at the PMO Level
347(14)
Profit from New Products and Systems
349(1)
Cost of Late Launch
350(1)
R&D Spend
351(1)
New Product/System Quality
352(2)
Uniqueness of Products/Systems
354(1)
Idea Generation Rate
355(1)
New Product/System Break-Even Time
356(1)
New Product/System Introduction Rate
357(1)
Product Standardization
358(2)
Cost of Quality
360(1)
Risk Management and Optimizing Decisions with Data
361(7)
Uncertainty Models and Risk Management
361(2)
Bayes Methods in Risk Management
363(2)
Financial Engineering and Risk Management
365(2)
Black Swans and the Taleb Quadrants
367(1)
Summary
368(1)
References
369(2)
A Case Study: The Journey of Systems, Inc. to CMMI® Level 5
371(34)
Synopsis
371(1)
Background of Systems, Inc
371(10)
The Systems, Inc. SCAMPI Appraisal
373(1)
Some Background on the Need for an Appraisal
373(1)
Appraisal Interviews at Systems, Inc
373(1)
Middle Management Discussion Group
373(2)
Requirements and Customer Interface Functional Area Representative (FAR) Discussion Group
375(1)
Software Design and Coding FAR Discussion Group
375(2)
Benchmarking of Systems, Inc
377(4)
Strategic Planning for Process Improvement at Systems, Inc
381(20)
The Systems, Inc. Software Development Challenge
381(3)
Scrum at Systems, Inc
384(1)
The Scrum Process
385(1)
Roles in Scrum
386(1)
Meetings/Activities in Scrum
386(2)
Scrum Artifacts
388(1)
Scaling Scrum in Big Projects
389(1)
EKD, Patterns, and Scrum at Systems, Inc
389(10)
The Systems, Inc. Measurement Program
399(2)
Summary and Conclusions
401(2)
References
403(2)
Index 405
Ron S. Kenett, PhD is CEO and senior partner of KPA Ltd., an international management consulting firm, research professor at the University of Torino, Torino, Italy and international research professor, Gerstein Fisher Center for Finance and Risk Engineering, NYU Poly, NY, USA. He has more than 25 years of experience in restructuring and improving the competitive position of organizations by integrating statistical methods, process improvements, supporting technologies, and modern quality management systems. For ten years he served as Director of Statistical Methods for Tadiran Telecommunications Corporation and, previously, as researcher at Bell Laboratories in New Jersey. His 150 publications are on topics in industrial statistics, software quality, and quality management.





Ron is co-author of four books including Modern Industrial Statistics: Design and Control of Quality and Reliability (with S. Zacks), Duxbury Press, 1998, Chinese edition, 2004 and Software Process Quality: Management and Control (with E. Baker), Marcel Dekker Inc., 1999, which is based on a course he taught at Tel Aviv University School of Engineering. He is editor in chief of the Encyclopedia of Statistics in Quality and Reliability (Wiley, 2007) and of the international journal Quality Technology and Quantitative Management. He is past president of ENBIS, the European Network for Business and Industrial Statistics and has been a consultant for hp, EDS, SanDisk, National Semiconductors, Cisco, Intel and Motorola. Professor Kenetts PhD is in mathematics from the Weizmann Institute of Science, Rehovot, Israel, and a BSc in mathematics with first class honors from Imperial College, London University.





Emanuel R. Baker, PhD is a principal owner of Process Strategies, Inc., an internationally recognized software and systems engineering consulting firm based in Los Angeles, CA and Walpole, ME. He and Dr. Ron Kenett are co-authors of the book, Sof