WISE: Automated support for software project management and measurement

One important aspect of software development and IV&V is measurement. Unless a software development effort is measured in some way, it is difficult to judge the effectiveness of current efforts and predict future performances. Collection of metrics and adherence to a process are difficult tasks in a software project. Change activity is a powerful indicator of project status. Automated systems that can handle change requests, issues, and other process documents provide an excellent platform for tracking the status of the project. A World Wide Web based architecture is developed for (a) making metrics collection an implicit part of the software process, (b) providing metric analysis dynamically, (c) supporting automated tools that can complement current practices of in-process improvement, and (d) overcoming geographical barrier. An operational system (WISE) instantiates this architecture allowing for the improvement of software process in a realistic environment. The tool tracks issues in software development process, provides informal communication between the users with different roles, supports to-do lists (TDL), and helps in software process improvement. WISE minimizes the time devoted to metrics collection, analysis, and captures software change data. Automated tools like WISE focus on understanding and managing the software process. The goal is improvement through measurement

Organizational Change Perspectives on Software Process Improvement

Many software organizations have engaged in Software Process Improvement (SPI) and experienced the challenges related to managing such complex organizational change efforts. As a result, there is an increasing body of research investigating change management in SPI. To provide an overview of what we know and don’t know about SPI as organizational change, this paper addresses the following question: What are the dominant perspectives on SPI as organizational change in the literature and how is this knowledge presented and published? All journals on the AIS ranking list were screened to identify relevant articles and Gareth Morgan’s organizational metaphors (1996) were used to analyze this literature considering the following dimensions of each article: organizational perspective (metaphor), knowledge orientation (normative versus descriptive), theoretical emphasis (high versus low), main audience (practitioner versus academic), geographical origin (Scandinavia, the Americas, Europe, or the Asia-Pacific), and publication level (high versus low ranked journal). The review demonstrates that the literature on SPI as organizational change is firmly grounded in both theory and practice, and Scandinavia and the Americas are the main contributors to this research. The distribution of articles across Morgan’s metaphors is uneven and reveals knowledge gaps that present new avenues for research. The current literature offers important insights into organizational change in SPI from machine, organism, and brain perspectives. Practitioners may use these articles as a guide to SPI insights relevant to their improvement initiatives. In contrast, the impact of culture, dominance, psychic prison, flux and transformation, and politics in SPI have only received scant attention. We argue that these perspectives offer important insights into the challenges involved in managing change in SPI. Researchers are therefore advised to engage in new SPI research based on one or more of these perspectives. Overall, the paper provides a roadmap to help identify insights and specific articles related to SPI as organizational change.Software Process Improvement; Organizational Change; Organizational Metaphors; Images of Organization; Literature Review

Software Quality Skills in CMM-Based Development Environments

This paper examines the complex software development environment in which IS professionals commonly function today. Skills and competencies appropriate to this environment are increasingly related to managing change and adopting change agent roles. These skills and competencies are discussed in relation to complex and changing environments. Asurvey of IS professionals evaluates their perceptions of the importance of these competencies and their own capability in these areas. Observations and conclusions in this paper are primarily drawn from research on organizations that have initiated software process improvement initiatives (McGuire 1996a; 1996b; 1997)

Improving Practices in a Small Software Firm: An Ambidextrous Perspective

Despite documented best practices and specialized tools, software organizations struggle to deliver quality software that is on time, within budget, and meets customer requirements. Managers seeking improved software project outcomes face two dominant software paradigms which differ in their emphasis on upfront planning, customer collaboration, and product documentation: plan-driven and agile. Rather than promoting one approach over the other, this research advocates improving software management practices by developing the organization’s ambidextrous capability. Ambidextrous organizations have the ability to simultaneously succeed at two seemingly contradictory capabilities (e.g. discipline and agility) which leads to enhanced organizational performance. Overall, this study asks the question: How can an ambidextrous perspective facilitate improvement in software practices? Driven by this question, and based on a two year action research study at a small software firm, TelSoft, the objectives of this research are to: 1. Identify dualities involved in improving software practices 2. Design interventions based on these dualities to improve software practices 3. Explore the process of becoming an ambidextrous software organization The resulting dissertation consists of a summary and four papers that each identify and address particular dualities encountered during software process improvement. The first paper asserts that both process-driven and perception-driven inquiry should be used during assessment of software practices, presents a model that shows how this combination can occur, and demonstrates the use of this model at TelSoft. The second paper explicates two theories for understanding and resolving issues in requirements engineering practice – repeat-ability and response-ability – and argues for the need to negotiate between the two. The third paper identifies a tension between managing legacy and current processes and proposes a model for software process reengineering, a systematic process for leveraging legacy processes created during prior SPI efforts. Finally, the fourth paper applies the theoretical lens of ambidexterity to understand the overall change initiative in terms of the tension between alignment and adaptability. The study used a variety of data sources to diagnose software practices, including semi-structured interviews, software process documents, meeting interactions, and workshop discussions. Subsequently, we established, facilitated, and tracked focused improvement teams in the areas of customer relations, requirements management, quality assurance, project portfolio management, and process management. Furthermore, we created and trained two management teams with responsibility for ongoing management of SPI and project portfolio management respectively. We argue that these activities improved software practices at TelSoft and provided a stronger foundation for continuous improvement. Keywords: Ambidexterity, software process improvement (SPI), action research, requirements engineering assessment, action planning, software process reengineering, software management

The Adoption of Software Process Improvement Programs in the English-Speaking Caribbean

Managing and improving the processes used to develop software products is widely accepted as one of the remedies to overcome the problem of poor quality systems being delivered. As a result, the IS community has adopted several software process improvement (SPI) programs. The tenets of these programs are grounded in the belief that a mature development process can increase the likelihood of producing high quality software products with the requisite requirements which should add business value. However, small firms in developing countries like the English-speaking Caribbean (ESC) are not aware nor adopting these SPI programs because they are seen as costly, time consuming and disruptive; hence, not realizing the potential benefits. This study examined the awareness, adoption and benefits of SPI programs in ESC software development firms. The result found that a slight majority (54.5%) of firms in the region are aware of SPI programs, with only 20% of those who are aware using any form of SPI programs in the development of software. These findings reinforces the need for SPI training in the ESC to articulate the compelling need for a change towards the adoption and use of SPI programs in software development

Process capability assessments in small development firms

[Abstract}: Assessment-based Software Process Improvement (SPI) programs such as the Capability Maturity Model (CMM), Bootstrap, and SPICE (ISO/IEC 15504) are based on formal frameworks and promote the use of systematic processes and management practices for software development. These approaches identify best practices for the management of software development and when applied, enable organizations to understand, control and improve development processes. The purpose of a SPI assessment is to compare the current processes used in an organization with a list of recommended or ‘best’ practices. This research investigates the adoption of SPI initiatives by four small software development firms. These four firms participated in a process improvement program which was sponsored by Software Engineering Australia (SEA) (Queensland). The assessment method was based on SPICE (ISO/IEC 15504) and included an initial assessment, recommendations, and a follow-up meeting. For each firm, before and after snapshots are provided of the capability as assessed on eight processes. The discussion which follows summarizes the improvements realized and considers the critical success factors relating to SPI adoption for small firms

Building on CHASM: A Study of Using Counts for the Analysis of Static Models of Processes

Process modelling is gaining increasing acceptance by software engineers as a useful discipline to facilitate both process understanding and improvement activities. This position paper builds upon previous work reported at the 1997 ICSE workshop on process models and empirical studies of software engineering (Phalp and Counsell 1997). In the previous paper, we argued that simple counts could be used to support analysis of static process models. We also illustrated the idea with a coupling measure for Role Activity Diagrams, a graphical process modelling notation adapted from Petri Nets. At that time only limited empirical work had been carried out, based upon a single industrial study, where we found high levels of coupling in an inefficient process (a more thorough description may be found in (Phalp and Shepperd 1999)). We now summarise a more recent study, which uses a similar analysis of process coupling again based on simple counts. In the study, we compared ten software prototyping processes drawn from eight different organisations. We found that this approach does yield insights into process problems, which could potentially be missed by qualitative analysis alone. This is particularly so when analysing real world processes, which are frequently more complex than their text book counterparts. One notable finding was that despite differences in size and domain, role types across the organisations exhibited similar levels of coupling. Furthermore, where there were deviations in one particular role type, this led the authors to discover a relationship between project size and the coupling levels within that type of role. Given the simplicity of our approach and the complexity of many real world processes we argue that quantitative analysis of process models should be considered as a process analysis technique

Rationale Management Challenges in Requirements Engineering

Rationale and rationale management have been playing an increasingly prominent role in software system development mainly due to the knowledge demand during system evaluation, maintenance, and evolution, especially for large and complex systems. The rationale management for requirements engineering, as a commencing and critical phase in software development life cycle, is still under-exploited. In this paper, we first survey briefly the state-of-the-art on rationale employment and applications in requirements engineering. Secondly, we identify the challenges in integrating rationale management in requirements engineering activities in order to promote further investigations and define a research agenda on rationale management in requirements engineering.

Software Development Standard and Software Engineering Practice: A Case Study of Bangladesh

Improving software process to achieve high quality in a software development organization is the key factor to success. Bangladeshi software firms have not experienced much in this particular area in comparison to other countries. The ISO 9001 and CMM standard has become a basic part of software development. The main objectives of our study are: 1) To understand the software development process uses by the software developer firms in Bangladesh 2) To identify the development practices based on established quality standard and 3) To establish a standardized and coherent process for the development of software for a specific project. It is revealed from this research that software industries of Bangladesh are lacking in target set for software process and improvement, involvement of quality control activities, and standardize business expertise practice. This paper investigates the Bangladeshi software industry in the light of the above challenges.Comment: 13 pages, 3 figures, 11 table