Process Improvement Proposals (Pips) : Organization, Team, Individual

Process Improvement Proposals (PIPs)
Organization, Team, Individual
AIS Experience Report
TSP Symposium
September 18-20, 2006
Some of the SEI’s Service and
Registration Marks
The following are service marks of Carnegie Mellon University:
CMMI, Team Software Process, TSP, Personal Software Process,
PSP
The following are registered trademarks of Carnegie Mellon

University:
Capability Maturity Model, CMM, Capability Maturity Model
Integration, CMMI, CERT
ais
Advanced Information Services Inc. Proprietary and Confidential
Topics
Issues
◆ Quality and Schedule
◆ Rational Management and Commitment
◆ Insanity and Malpractice
Three Improvement Perspectives
◆ Organization - CMM/CMMI
◆ Individual – PSP
◆ Team – TSP
Continuous Improvement Mechanism – Process
Improvement Proposal
◆ AIS Experience
Lessons Learned
ais
Quality Is More Important Than
Schedule
“In today’s software marketplace, the
principal focus is on cost, schedule, and
function; quality is lost in the noise. This is
unfortunate since poor quality performance
is the root cause of most software cost and
schedule problems.”
Watts Humphrey
ais
Rational Management - Developers
When pressed for early deliveries, the
responsible team members say
“I understand your requirements, I will do my

utmost to meet it, but until I make a plan, I can
not responsibly commit to a date”
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Rational Management - Managers
When pressed for early deliveries, the
responsible managers say
“I trust you to create an aggressive and realistic

plan, I will review the plan, but I will not
commit you to a date that you can not meet”
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Insanity or Malpractice?
Insanity
Doing the same thing over and over and expecting a
different result
Malpractice
An organization which does not have a
top-management-sponsored
continuous improvement initiative in place
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Organization Improvement
Capability Maturity Model
Level Focus Key Process Areas (KPA)
5 Optimizing Continuous process Defect prevention
improvement Technology change management
Process change management
4 Managed Product and process Quantitative process management
quality Software quality management
3 Defined Engineering process Organization process focus

Organization process definition
Training program
Integrated software management
Software product engineering
Intergroup coordination
Peer reviews
2 Repeatable Project management Requirements management
Software project planning
Software project tracking
Software quality assurance
Software configuration management
Software subcontract management
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Issues Addressed by CMM
Getting management attention
Maintaining long-term improvement focus
Guiding the improvement work
ais
CMM Results – Schedule
GM
Average number of days late in meeting milestones declined from over
50 days to fewer than 10 following organization focus on CMMI
General Motors Presentation, SEPG, Boston, MA, 2003
ais
CMM Results – Defects
The TSP in Practice, SEI Technical Report, September 2003

ais
CMM Problems
No simple model could precisely measure process maturity
and complex models are not useful in guiding
improvement
CMM consciously focused on what organization should do,
not on how they should do it
The teamwork practices and personal disciplines required
for quality software work are almost entirely issues of how,
and not just what
Because engineers will not change the way they work
without very specific guidance, the CMM does not change
engineering behavior
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The Real Need
The need is not for lots of process data but for
engineers who gather and use that data
What would happen if software professionals used
sound engineering practices?
– made and followed detailed plans
– gathered and used historical data
– measured and managed quality
– analyzed and improved their processes
The need is for a Level 5 Process at the individual
level
ais
Self Improvement
Personal Software Process - 1
Team Software
Process
PSP3 scaling up PSP Requirements
Configuration management
Cyclic development
methods to larger
projects
PSP2 PSP2.1 defect and yield management

Code reviews Design templates
Design reviews
PSP1 PSP1.1 size, resource, and schedule plans

Task planning
Size estimating
Schedule planning
Test report
PSP0.1
PSP0 Coding standard establishing a measured performance
Current process Size measurement
Time recording
Defect recording
Process improvement
proposal (PIP)
baseline
Defect type standard
ais Source: Software Engineering Institute

Self Improvement
Personal Software Process -2
At the end of the PSP training, developers
know how to:
◆ Consistently gather size, time, and defect data
◆ Make commitments based on historical data
◆ Analyze personal data to answer questions

– Where am I spending my time?
– What are my common defects?
– Where do I inject the defects?
– What goals do I need to set to improve?
ais
PSP Results – Schedule
AIS
Schedule Deviation Individual Value Control Chart -
Commercial Systems
350
300
250
200
% Deviation
150
100
50
0
01/88 01/89 01/90 01/91 01/92 01/93 01/94 01/95 01/96 01/97 01/9 8 0 1/99 01/00
-50
-100
-150
Date of Project Phase Start
Individual Data Points Mean Upper Natural Process Limit Low er Natural Process Limit One Standard Deviation
ais
PSP Results – Defects
AIS
U s e r A c c e p ta n c e D e fe c ts /K L O C
0 .8
Defects/KLOC
0 .6
0 .4
0 .2
0
93
94
7
1
2
0
1
8
5
-9
-9
-0
-9
l -9
-0
-9
-9
n-
n-
ar
ec
ay
ep
ep
pr
ct
Ju
Ja
Ju
M
O
A
M
D
S
S
P ro je c t S ta rt D a te
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PSP Problems
To do quality work, engineers need a detailed plan
and a defined process
Without the process, they cannot make detailed
plans, take consistent measurements, or track their
work against the plan
However, when engineers have a project to deliver,
they are rarely willing to take the time to define a
complex process, even when they know how
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The Real Need
Need a mechanism to guide teams through
defining their processes and making
complete, precise, and detailed plans
Need a vehicle to help organizations

capitalize on the potential benefits of
disciplined teamwork
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Team Improvement
Self-directed Teams
Characteristics of self-directed teams
– Sense of membership and belonging
– Commitment to a common team goal
– Ownership of the process and plan
– The skill to make a plan, the conviction to
defend it, and the discipline to follow it
– Dedication to excellence
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Building Self-directed Teams
TSP Launch Process
1. Establish 4. Build top-

7. Conduct 9. Hold
product and down and
risk management
business next-phase
assessment review
goals plans
8. Prepare
2. Assign roles 5. Develop New teams:
management
and define the quality TSP process
briefing and
team goals plan review
launch report
6. Build bottom-
3. Produce
up and Launch
development
balanced postmortem
strategy
plans
Source: Software Engineering Institute

ais
TSP Results – Task Hours
Average Task Hours Per Team Member
30
25
20
Hours
15
10
5
0
9/23
10/7
10/21
11/4
11/18
12/2
12/16
12/30
1/13
1/27
2/10
2/24
3/10
3/24
Week
ais Source: Allied Signal

TSP Results - Defects
Defect Density of Delivered Software
8 7.5
7 6.24
6
4.73
Defects/KLOC
5
4
3 2.28
2 1.05
1 0.06
0
CMM CMM CMM CMM CMM TSP
Level 1 Level 2 Level 3 Level 4 Level 5
ais Ref: SEI Technical Report 2003-014

Source: “From MCC to CMM”, Dr. Bill Curtis, DC SPIN, April 2006
ais
Process Improvement Principles
It takes time, skill, and money to improve the software
process
To improve the software process, someone must work on it
Unplanned process improvement is wishful thinking
Automation of a poorly defined process will produce
poorly defined results
Improvements should be made in small steps
Train, train, train!
Source: Managing the Software Process, Watts Humphrey
ais
Empowered Culture
Process Improvement Proposals (PIPS)
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The AIS PIP Process
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AIS PIPs Summary
Jan 22, 1992 – To date
No. of PIPs submitted 1502

No. of PIPs implemented: 972
No. of PIPs by improvement category:
• Improved quality 232
• Reduced cycle time 86
• Reduced risk 63
• Improved documentation 161
• Not categorized 410
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PIP – Organization Process
Incorporate the TSP into the AIS CPIW as
suggested by the attached work products
(ProjectCommitmentProcess.zip) which reflect the
current practice
Change Launch meeting 9A so that review is held,
not only by management, but also peer Project
Managers. Accordingly, these same individuals
may need to be present in meeting 1B
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PIP – Team Process
For UI component enhancements, change process
to do Design Inspection, Test Case Inspections
and Code Inspections after Compile
For components where performance requirement
is critical, execute two rounds of unit test
– Unit test of performance test cases before code
inspection
– Unit test of features after code inspection
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PIP – Personal Process
Reduce phase distribution % for Design
Review for UI Components
Update Personal Review Checklist
Batch process E Mail three times a day
Move end of day post mortem to start of
day to process and analyze previous day’s
data
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Lessons Learned - 1
While models are useful to indicate where
improvements are needed, only committed people
can make the improvements
A supportive management environment that
rewards disciplined behavior is absolutely
essential
Timely feedback on the status and disposition of
the PIPs is important to sustain the PIP
mechanism and feeling of empowerment
Do not need to wait till level 5 to start
implementing process change management
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Lessons Learned - 2
While CMM is necessary as an organizational capability
improvement model, it is not sufficient to change engineering
behavior; the PSP provides the detailed “how to” for
improvement at the individual level
The TSP provides the management framework for continuously
improving self directed teams. The PIP mechanism is key for
team ownership of the project’s process and commitment to
improve
CMM, TSP, and PSP all three are needed for an integrated
approach to model based improvement at the organization, team,
and individual levels without the risk of sub-optimization
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Contact Information
Girish Seshagiri
Advanced Information Services Inc.
(703) 286 0781
Email: girishs@advinfo.net
Website: www.advinfo.net
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Process Improvement Proposals (PIPs)

Organization, Team, Individual

AIS Experience Report

The following are registered trademarks of Carnegie Mellon

“I understand your requirements, I will do my

“I trust you to create an aggressive and realistic

3 Defined Engineering process Organization process focus

General Motors Presentation, SEPG, Boston, MA, 2003

The TSP in Practice, SEI Technical Report, September 2003

PSP2 PSP2.1 defect and yield management

PSP1 PSP1.1 size, resource, and schedule plans

ais Source: Software Engineering Institute

◆ Analyze personal data to answer questions

Need a vehicle to help organizations

1. Establish 4. Build top-

Source: Software Engineering Institute

Average Task Hours Per Team Member

ais Source: Allied Signal

Advanced Information Services Inc. Proprietary and Confidential

ais Ref: SEI Technical Report 2003-014

Advanced Information Services Inc. Proprietary and Confidential

Source: Managing the Software Process, Watts Humphrey

No. of PIPs submitted 1502

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