25.1 General Software Process Improvement Advice

In principle, improving configuration management is no different from improving any other process area of development. Especially when a company is getting toward capability levels 4 and 5, improvement will be more and more similar for different disciplines. However, this section provides a brief introduction to approaching higher capability levels and undertaking controlled improvement projects.

Processes in Use

Figure 25-1 shows an example of a company's deployment and improvement of processes. Processes, in the format of procedures, methods , and techniques, are defined, disseminated, and adapted by employees. The processes may be supported by tools. Employees act according to the processes using any tools available. The person responsible for process management surveys the deployment using measurement and analysis. Processes may, as a result, be improved (changed), or their adaptation may be improved. And so on . . .

Figure 25-1. Process Deployment and Improvement

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Dissemination and Adaptation

Getting processes deployed is usually the most difficult part of process improvement. A number of factors influence the success of an improvement project. Factors that have shown a positive influence on the success of improvement projects are, among others,

  • Management performed a comprehensive follow-up on improvement activities.

  • People assigned to improvement activities were released from other duties .

  • The improvement team included developers.

  • The improvement project had clear, accepted, and agreed upon goals.

Factors that have shown a negative influence on the success of an improvement project are, among others,

  • Extended politicization in the company

  • Fights over areas of competence

  • Bad experiences from earlier improvement attempts

  • The notion that improvement activities stood in the way of "proper" development

Companies at Capability Levels 4 and 5

Investigation of companies at capability levels 4 and 5, according to CMM v.1.1, indicates certain common characteristics:

  • They understand why they are acting as they are.

  • They know what to do when problems occur.

  • They do not overreact, but concentrate on finding the root causes.

  • They secure their processes against human errors.

  • They change blaming to challenge; i.e., they avoid using fear as a motivating factor.

  • They balance authority and ownership with control.

  • They measure and predict how far they are from reaching their goals.



Configuration Management Principles and Practice
Configuration Management Principles and Practice
ISBN: 0321117662
EAN: 2147483647
Year: 2002
Pages: 181

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