MATURITY MODELS OF
SOFTWARE DEVELOPMENT PROCESSES
SIX SIGMA
How good is good enough?
99.9% is already VERY GOOD
But what could happen at a quality level of 99.9% (i.e., 1000 ppm),
in our everyday lives (about 4.6)?
•
4000 wrong medical prescriptions each year
•
More than 3000 newborns accidentally falling
from the hands of nurses or doctors each year
Two
• long or short landings at American airports each day
400
• letters per hour which never arrive at their destination
What is Six Sigma
A Vision and Philosophical commitment
to our consumers to offer the highest quality,
lowest cost products
A Metric that demonstrates quality levels at
99.9997% performance for products and
processes
A Benchmark of our product and process
capability for comparison to ‘best in class’
A practical application of statistical Tools
and Methods to help us measure, analyze,
improve, and control our process
SIX SIGMA PHILOSOPHY
Old Belief
High Quality=High Cost
New Belief
High Quality = Low Cost
That is, better processes reduce costs
3 Sigma Vs. 6 Sigma
The 3 sigma Company The 6 sigma Company
• Spends 15~25% of sales dollars • Spends 5% of sales dollars on
on cost of failure cost of failure
• Relies on inspection to find • Relies on capable process that
defects don’t produce defects
• Does not have a disciplined • Use Measure, Analyze, Improve,
approach to gather and analyze Control and Measure, Analyze,
data Design
• Benchmarks themselves • Benchmarks themselves
against their competition against the best in the world
• Believes 99% is good enough • Believes 99% is unacceptable
SIX SIGMA
Measure
Characterize Process
Evaluate Control
Understand Process Maintain New Process
Improve
Improve and Verify Process
SOFTWARE ENGINEERING INSTITUTE CAPABILITY MATURITY MODEL
(SEI-CMM)
CMM
(Capability Maturity Model)
• Created by the Software Engineering Institute in 1984 at
Carnegie Mellon University
• A structure designed to direct IT organizations through
software process improvement
• Philosophy of “continuous process improvement”
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5 Levels of the Capability Maturity Model:
Optimizing 18.4%
Managed 4.5%
Defined 32.9%
Repeatable 32.9%
Initial 2.2%
9.0%
[Link]/appraisal-program/profile/pdf/CMMI/ [Link]
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CMMI Process Maturity Profile
SEI CMMI v.1.1 Class A Appraisal Results
Number of Organizations
550
500
450 32.9% 32.9%
400
350 18.4%
300 9.0%
2.2% 4.5%
250
200
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Based on most recent appraisal of 1,106 organizations , from 3/2002 – 12/2005 & reported by 1/2006. Incl.s
results for system engineering, software engineering, integrated prod & process developm, & supplier
sourcing
[Link]/appraisal-program/profile/pdf/CMMI/[Link] 11
The Initial Level
• Probability of producing quality software is
low
• No management practices
• No documentation or evaluation
• If reach quality, usually due to extreme efforts
of a few people or to individual practices by a
manager
• Respond to crises
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The Repeatable Level
• Requirements management begins: identification of project
prerequisites & assignment to the appropriate area
• Project management begins: responsibility, software
development plan, implementation and analysis of project
plan
• Quality assurance begins: comparing actual progress on the
project with the project plan
• Software management begins: collection of data,
identification of elements of success and application to new
projects
• Quality of projects able to be replicated
13
The Defined Level
• Defining and implementing proven practices
throughout the organization
• Increased productivity, efficiency and
effectiveness using these practices
• Emergence of training group to provide
organization-wide knowledge
• Emergence of a group called the Software
Engineering Process Group, which continues
development of software processes
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The Managed Level
• Increased management of software products and processes
• Measurable goals set for quality of software products and
processes
• Collection and analysis of data from all current projects using
a software process database
• Increased predictability and decreased
risk due to improved standardized practices
used throughout the organization
15
The Optimizing Level
• “Continuous process improvement”
• Proactive consideration of potential problems
and weaknesses
• Work to prevent defects
• Analysis of any defects or problems and
making adjustments to prevent reoccurrence
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JURAN METHODOLOGY
The Juran Methodology
• Pursue quality on two levels:
1. The mission of the firm as a whole is to achieve high
product quality.
2. The mission of each individual department is to achieve
high production quality.
• Quality should be talked about in a language senior
management understands: money (cost of poor quality).
• At operational level, focus should be on conformance to
specifications through elimination of defects- use of
statistical methods.
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The Juran Methodology
Quality Trilogy –
1. Quality planning: Process of preparing to meet quality
goals. Involves understanding customer needs and
developing product features.
2. Quality control: Process of meeting quality goals during
operations. Control parameters. Measuring the deviation and
taking action.
3. Quality improvement: Process for breaking through to
unprecedented levels of performance. Identify areas of
improvement and get the right people to bring about the
change.
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