Calidad y mejora continua de los procesos de software

Transcripción

1 Calidad y mejora continua de los procesos de software Ángel G. Jordán University Professor Emeritus Provost Emeritus Carnegie Mellon University Universidad Pública de Navarra Curso de verano 26 de Julio, /26/2006 1

2 De lo que voy a hablar Modelo de Madurez y Capacidad Integrado Software Engineering Institute Programas e iniciativas del SEI La importancia del Proceso en el Desarrollo del Software Los modelos de capacidad y madurez del desarrollo del software SW-CMM Datos empíricos sobre la Mejora por Nivel Impacto del Software CMM e ISO 9001 Software CMM v1.1 CMM Integration (CMMI) CMM Integration (CMMI-SE/SW/IPPD/SS v1.1) La mejora del Proceso es Multidimensional ISO/IEC Ejemplos concretos de mejoras cuantitativas en el desarrollo del software La rápida difusión de los modelos en el ámbito internacional La adopción del CMMI supone un cambio cultural Conclusiones 7/26/2006 2

3 Modelo de Madurez y Capacidad Integrado Capability Maturity Model Integration (CMMI ) 7/26/2006 3

4 Un modelo a adoptar por cualquier empresa que quiera mejorar el proceso del desarrollo de su software Un cambio cultural necesario para que la empresa se incorpore a la vanguardia en la producción de su software. De donde vienen el los modelos CMM y CMMI 7/26/2006 4

5 Software Engineering Institute Fundado como Centro de I+D financiado for el Gobierno Federal (FFRDC) Otorgado a Carnegie Mellon University en 1984 en competición con otras universidades Patrocinado por el Under Secretary of Defense (Acquisition, Technology, & Logistics) Contrato administrado por USAF Electronic Systems Center (ESC) Oficinas en Arlington, VA, Huntsville AL, Pittsburgh, PA and Frankfurt, Germany Unos 600 empleados 7/26/2006 5

6 El Software Engineering Institute (SEI) de Carnegie Mellon University Se creó respondiendo a la crisis originada por la falta de productividad en el desarrollo del software. Esta falta de productividad concidía con la correspondiente falta de productividad en la fabricación. La concepción de crear un SEI vino del Pentágono, respondiendo a estudios de entidades de software. 7/26/2006 6

7 Proyectos iniciales del SEI respondiendo a la crisis Reconocer y analizar las mejores tecnologías existentes y las mejores prácticas Establecerlas como estado del arte y estado de la practica Transferencia de tecnología Crear nueva tecnología si se necesita Formación 7/26/2006 7

8 Diseno del Software empieza demasiado tarde Desarrollo Integración y Prueba del Sistema % de esfuerzo y coste* El metodo antiguo El metodo nuevo * Movimiento a la izquierda! * Reusar todo * Nunca cometer la misma equivocación dos veces 7/26/2006 8

9 SEI Technical Program The right software delivered defect free, on cost, on time, every time High confidence, evolvable, product lines with predictable and improved cost, schedule, and quality Integration Software Intensive Systems Performance Critical Systems Architecture Tradeoff Analysis Survivable Systems Product Line Practice Predictable Assembly with Certifiable Components Capability Maturity Model Integration Acquisition Support Systems Team Software Process Software Engineering Measurement & Analysis Technical Practice Management Practice Initiatives Initiatives 7/26/2006 9

10 Puntos Palanca para la Calidad Aunque el proceso se describe con frecuencia como una pata en el trípode proceso-personal-tecnología, se le puede considerar como el aglutinador que unifica los otros aspectos. PROCESO PERSONAL TECNOLOGIA Todos reconocen la importancia de tener personal motivado y de alta calidad pero el mejor personal no puede funcionar óptimamente si el proceso no se entiende Principales determinantes del coste del producto, horario, y calidad. 7/26/

11 Definición General de Proceso Un proceso es un conjunto de prácticas que se ejecutan para alcanzar un determinado objetivo; puede incluir herramientas, métodos, materiales, y/o personal. 7/26/

12 La Premisa de Gestión del Proceso La calidad de un sistema esta altamente influenciada por la calidad del proceso utilizado para adquirirlo, desarrollarlo, y mantenerlo. Esta premisa implica un enfoque en procesos tanto como en productos. Esta es una premisa bien establecida en manufacturing. La credibilidad de esta premisa es visible en todo el mundo en movimientos de calidad en industrias de manufacturing y servicios (e.g., ISO standards). 7/26/

13 Los modelos de capacidad y madurez del desarrollo del software SW-CMM. La concepción empezó en 1986 Watts Humphrey se incorpora al SEI Se observan los modelos de Crosby, y otros en la fabricación Se reconoce que el desarrolo del software tiene puntos comunes con la fabricación Se adaptan estos modelos al software y se cambian como sea preciso 7/26/

14 The Capability Maturity Model for Software (SW-CMM ) Una aplicación de sentido común de los conceptos de Total Quality Management a proyectos de software Una guía desarrollada por la comunidad - con descripciones de buenas prácticas de buena ingeniería y buena gestión Un modelo prescriptivo de cinco niveles para la transformación organizativa La base para evaluaciones fiables y consistentes basadas en en el Modelo de Capacidad y Madurez Mark C. Paulk, Charles V. Weber, Bill Curtis, and Mary Beth Chrissis, The Capability Maturity Model: Guidelines for Improving the Software Process, /26/

15 Datos empíricos sobre la Mejora por Nivel La Calidad (fiabilidad, defectos) mejora por un factor de 2 (o más) Capers Jones, Software Benchmarking, IEEE Computer, October Karl D. Williams, "The Value of Software Improvement Results! Results! Results!" SPIRE97, June Robert Yacobellis, Panel: Does SEI Level 5 Lead to High Quality Software? COMPSAC El esfuerzo para un determinado producto disminuye por un 15-21%, la productividad aumenta, el tiempo del ciclo disminuye Bradford K. Clark, Quantifying the Effects on Effort of Software Process Maturity, IEEE Software, November/December Donald E. Harter, Mayuram S. Krishnan, and Sandra A. Slaughter, Effects of Process Maturity on Quality, Cycle Time, and Effort in Software Product Development, Management Science, April Lawrence H. Putnam, Linking the QSM Productivity Index with the SEI Maturity Level, QSM, /26/

16 Impacto del Software CMM e ISO 9001 Empresas Certificadas indican mejores atributos del producto y un retorno en la calidad que empresas no certificadas Empresas altamente clasificadas con CMM (niveles 4 y 5) son mejores que las empresas certificadas con ISO 9001 en lo que respecta a atributos de producto y retorno en la calidad George Issac, Chandrasekharan Rajendran, and R.N. Anantharaman, Do Quality Certifications Improve the Software Industry s Operational Performance? ASQ Software Quality Professional, December /26/

17 Software CMM v Level Focus Key Process Areas Optimizing Managed Defined Continuous process improvement Product and process quality Engineering processes and organizational support Defect Prevention Technology Change Management Process Change Management Quantitative Process Management Software Quality Management Organization Process Focus Organization Process Definition Training Program Integrated Software Management Software Product Engineering Intergroup Coordination Peer Reviews 2 1 Repeatable Initial Project management processes Competent people (and heroics) Requirements Management Software Project Planning Software Project Tracking & Oversight Software Subcontract Management Software Quality Assurance Software Configuration Management 7/26/

18 CMM Integration (CMMI) El Software CMM ha evolucionado para convertirse en el CMMI. CMMI incluye ingeniería de sistemas ingeniería de software Desarrollo del software integrando el producto y el proceso selección de los suministros módulo de adquisición para organizaciones gubernamentales de adquisición Mary Beth Chrissis, Mike Konrad, and Sandy Shrum, CMMI: Guidelines for Process Integration and Product Improvement, /26/

19 CMM Integration (CMMI-SE/ SW/ IPPD/ SS v1.1) Level Optimizing Quantitatively Managed Defined Managed Initial Process Characteristics Focus is on quantitative continuous process improvement Process is measured and controlled Process is characterized for the organization and is proactive Process is characterized for projects and is often reactive Process is unpredictable, poorly controlled, and reactive Process Areas Causal Analysis and Resolution Organizational Innovation and Deployment Quantitative Project Management Organizational Process Performance Requirements Development Technical Solution Product Integration Verification Organizational Process Focus Integrated Project Management Integrated Teaming Organizational Environment for Integration Integrated Supplier Management Validation Organization Process Definition Organizational Training Risk Management Decision Analysis & Resolution Requirements Management Configuration Management Project Planning Measurement and Analysis Project Monitoring and Control Supplier Agreement Management Product and Process Quality Assurance 7/26/

20 Process Improvement Involves Dealing with Multiple Dimensions at One Time Organization Structure Managerial Strategic Technical Social/Cultural? ISO QA CMMI CMMI based improvement is Much More than simply asking people to use a different template. 7/26/

21 The Capability Dimension Level 1 Generic Practices GG 1 Achieve Specific Goals GP 1.1 Perform Base Practices 7/26/

22 The Capability Dimension Level 2 Generic Practices GG 1 Achieve Specific Goals GG 2 Institutionalize a Managed Process GP 2.1 Establish an Organizational Policy GP 2.2 Plan the Process GP 2.3 Provide Resources GP 2.4 Assign Responsibility GP 2.5 Train People GP 2.6 Manage Configurations GP 2.7 Identify and Involve Relevant Stakeholders GP 2.8 Monitor and Control the Process GP 2.9 Objectively Evaluate Adherence GP 2.10 Review Status with Higher Level Management 7/26/

23 The Capability Dimension Level 3 Generic Practices GG 1 Achieve Specific Goals GG 2 Institutionalize a Managed Process GG 3 Institutionalize a Defined Process GP 3.1 Establish a Defined Process GP 3.2 Collect Improvement Information 7/26/

24 The Capability Dimension Level 4 Generic Practices GG 1 Achieve Specific Goals GG 2 Institutionalize a Managed Process GG 3 Institutionalize a Defined Process GG 4 Institutionalize a Quantitatively Managed Process GP 4.1 Establish Quantitative Objectives for the Process GP 4.2 Stabilize Subprocess Performance 7/26/

25 The Capability Dimension Level 5 Generic Practices GG 1 Achieve Specific Goals GG 2 Institutionalize a Managed Process GG 3 Institutionalize a Defined Process GG 4 Institutionalize a Quantitatively Managed Process GG 5 Institutionalize an Optimizing Process GP 5.1 Ensure Continuous Process Improvement GP 5.2 Correct Root Causes of Problems 7/26/

26 ISO/ IEC (Software Engineering Process Assessment) Process Reference Models ISO/IEC (Software Life Cycle Processes) ISO/IEC (Systems Life Cycle Processes) Continuous representation processes (purpose + outcomes) capability dimension (six levels) Process Assessment Models ISO/IEC exemplar (under development) Terence P. Rout, ISO/IEC Evolution to an International Standard, Software Process Improvement and Practice, January/March 2003, pp /26/

27 Ejemplos concretos de mejoras cuantitativas en el desarrollo del software en empresas líderes que adoptaron el modelo SW-CMM y luego el CMMI 7/26/

28 Lockheed Martin M& DS SW CMM ML2 (1993) to ML 3 (1996) to CMMI ML5 (2002) Results captured a greater percentage of available award fees, now receiving 55 percent more compared to the baseline that remained unrealized at SW-CMM level Increased software productivity by 30% Decreased unit software cost by 20% Decreased defect find and fix costs by 15% Improvements in: Customer satisfaction Productivity Product cost Proprietary sources with permission; August /26/

29 General Motors Corporation CMMI focus 2001 Goal is Integration of Supplier Work and GM Project Execution Results: Improved schedule projects met milestones and were fewer days late Improvements in: Schedule / cycle time Camping on a Seesaw: GM s IS&S Process Improvement Approach. Hoffman, Moore & Schatz, SEPG /26/

30 Thales ATM CMMI Level 4 helps THALES meet their business objectives. Ability to see into the future with a known level of confidence Increasing number of processes under statistical control Measurement based process improvement Return on investment due to earlier defect detection improved risk management better control of projects Improvements in: Quality Predictability CMMI Level 4 Preparation: The Story of the Chicken and the Egg. Anne De Goeyse and Anne Sophie Luce, Thales ATM; and Annie Kuntzmann-Combelles, Q-Labs France, ESEPG /26/

31 Bosch Gasoline Systems CMM based improvements Predictability -- Internal On-Time Delivery improved by 15% Less Rework first pass yield improved by 10% Product Quality reduction in error cases in the factory by one order of magnitude Next Steps include Move to CMMI and applying it to software, system and hardware Expand process improvement program to include sales, hardware and component development Improvements in: Schedule / cycle time Predictability - Rework Quality Critical success factors for improvement in a large embedded systems organisation. Wolfgang Stolz, Robert Bosch GmbH Gasoline Systems GS-EC/ESP and Hans-Jürgen Kugler, Q-Labs Software Engineering, ESEPG /26/

32 J.P. Morgan Chase & Co 1 st CMM success 2001 today, 28 teams at CMM Level 2 CMMI success 1 st team ML3 in 2003 Investment in PI = $4 million Results: Improved predictability of delivery schedule Reduction of post-release defects Reduced severity of post-release defects And, from CMMI specifically Increased through-put = more releases per year Goal to achieve CMMI throughout organization Improvements in: Predictability Quality Schedule / cycle time With permission from presentation to the SEI, September /26/

33 La rápida difusión de los modelos en el ámbito internacional 7/26/

34 Organization Size Based on the total number of employees within the area of the organization that was appraised 1001 to % % 501 to % 25 or fewer 9.9% 26 to % 301 to % 201 to % 1 to % 51 to % 201 to % 101 to % 76 to % Based on 1,083organizations reporting size data 7/26/

35 Appraisals and Maturity Levels by Country Country Number of Appraisals Maturity Level 1 Reported Maturity Level 2 Reported Maturity Level 3 Reported Maturity Level 4 Reported Maturity Level 5 Reported Country Number of Appraisals Maturity Level 1 Reported Maturity Level 2 Reported Maturity Level 3 Reported Maturity Level 4 Reported Argentina 12 No Yes Yes Yes No Latvia 10 or fewer Australia 21 Yes Yes Yes Yes Yes Malaysia 10 or fewer Austria 10 or fewer Mauritius 10 or fewer Belarus 10 or fewer Mexico 10 or fewer Belgium 10 or fewer Netherlands 10 or fewer Brazil 22 No Yes Yes No Yes New Zealand 10 or fewer Canada 15 No Yes Yes No Yes Philippines 10 Chile 10 or fewer Portugal 10 or fewer China 117 Yes Yes Yes Yes Yes Russia 10 or fewer Colombia 10 or fewer Singapore 10 or fewer Czech Republic 10 or fewer Slovakia 10 or fewer Denmark 10 or fewer South Africa 10 or fewer Egypt 10 or fewer Spain 18 No Yes Yes No Yes Finland 10 or fewer Sweden 10 or fewer France 42 Yes Yes Yes Yes Yes Switzerland 10 or fewer Germany 22 Yes Yes Yes No Yes Taiwan 26 No Yes Yes No No Hong Kong 10 or fewer Thailand 10 or fewer India 140 No Yes Yes Yes Yes Turkey 10 or fewer Ireland 10 or fewer Ukraine 10 or fewer Israel 10 or fewer United Kingdom 35 Yes Yes Yes Yes No Italy 10 or fewer United States 500 Yes Yes Yes Yes Yes Japan 131 Yes Yes Yes Yes Yes Vietnam 10 or fewer Korea, Republic of 50 Yes Yes Yes Yes Yes Maturity Level 5 Reported 7/26/

36 700 Disciplines Selected for Appraisals Number of Appraisals % 34.5% SE/SW SW 4.6% 4.1% SE/SW/SS SE/SW/IPPD/SS 3.0% SE 1.8% 1.2% 0.5% 0.2% SE/SS SW/SS SW/IPPD SE/SW/IPPD 0.1% 0.1% SE/IPPD/SS SW/IPPD/SS Based on 977 appraisals reporting coverage 9/30/05 7/26/

37 La adopción del CMMI supone un cambio cultural en las empresas pero el retorno en la inversión es significativo El cambio cultural requiere cambio de gestión, de métodos y tecnologías Tiempos que se requieren y compromisos por parte de la empresa 7/26/

38 Questions? Comments? 7/26/