Managing Geographically Distributed Software Projects: Success Factors and Lessons Learned
|
|
- Tracy Rodgers
- 6 years ago
- Views:
Transcription
1 Managing Geographically Distributed Software Projects: Success Factors and Lessons Learned Analia Irigoyen Ferreiro Ferreira 1, Clarissa Pires 2, Mário Canedo 3, Paulo Armando Rego 2 1 ProMove Business Intelligence Solutions Rua Marechal Mascarenhas de Morais, 120, Copacabana, CEP analia@promovesolucoes.com 2 Chemtech A Siemens Company Rua da Quitanda, 50, 21º andar, Centro, CEP {clarissa.pires, paulo.rego}@chemtech.com 3 Banco BBM Praça Pio X 98, 12º andar, Centro, CEP mariocanedo@bancobbm.com.br Abstract Geographically Distributed Development (GDD) or Global Software Development (GSD) are emerging, in the last decade, as a common way to overcome time and budget restrictions or lack of qualified personnel. On the other hand, these kinds of projects present a set of challenges that influence all aspects of a project, making them more complex. Therefore, organizations all over the world are interested in the success factors and lessons learned about this field in software development. The purpose of this paper is to present our approach and the results of project managers experiences in more than twenty software projects involving five different distributed development scenarios. The analysis is presented according to the strategies, practices and challenges identified by the survey applied to project managers of four organizations. The results are analyzed under the Software Project Management, Software Quality and Technological aspects and point of view. Key-Words: Distributed Development, Project Management, Software Development. I. INTRODUCTION As a result of the growing economic globalization, the number of projects with teams geographically distributed within medium and large organizations is increasing [1]. However, as this kind of projects can bring to the organizations other benefits, this is not the only increasing factor [2,3]. Other factors can also be included in this list: availability of a large pool of skilled people, being able to do round-the-clock development, and, mainly, huge savings that could be gained through low labor cost in developing countries [3]. Therefore, projects managers have to face several kinds of challenges, considering leading teams across different time zones, different continents and even in different hemispheres. These challenges often carry a heavy penalty in terms of slowing down the decision to go ahead with geographically distributed projects. Indeed, existing papers [4] demonstrate that distributed work can take more time to complete than similar projects where all the work is collocated. Moreover, while the production costs might be low in distributed software development, there are increased coordination and technology costs involved [5,6,7]. In this paper, we present the results of the experience obtained so far by four project managers of three different organizations that managed 21 projects geographically distributed, with regard to: project management difficulties and success factors, technological problems and solutions adopted, software quality and others. Results show that this kind of projects can succeed and really bring great benefits for software organizations. The section II discusses distributed team s characteristics and management main challenges. Section III presents the main benefits, difficulties and lessons learned identified by the survey. And also presents the quantitative results of this experience. Finally, section IV points out future directions and conclusions. II. MANAGING DISTRIBUTED TEAMS Increasingly, the new global sourcing reality requires the management of distributed teams geographically dispersed. Therefore, more organizations are concerned to learn and prepare themselves to deal with the management and technological challenges typical of these environments [5]. To achieve the operational excellence, it is known that projects with distributed team need to include more planning,
2 and building team activities than other common projects. The most important planning issue is to strategically select the team members [3,5,8,9] that can work together effectively. Besides, this is essential to overcome the problems that can occur when you have to work in separated locations, as following: non-collaborative personality, the barrier of language and cross-cultural difficulties. The team members selected must have similarity in their culture and their way of communication. However, building team activities and process well defined can mitigate these problems [5,8]. Other important planning issue is Scope Planning [8], team members that are together in the same place must have the same group of requirements. On the other hand, to avoid communication problems, project managers have to continuously increase the human interaction and communication between team members [5]. Also, motivation and integration programs are important to avoid communication problems. The importance of decision making in distributed work is considered other important project management issue [8]. Not only to build a sense that decisions are made fairly and clearly [8] but also allow team members to develop shared decision making [7]. The next section describes the quantitative results of 21 projects in five different geographically distributed scenarios, grouped by managing, quality software and technology aspects. III. QUANTITATIVE RESULTS Four project managers, that managed 21 projects of three different Brazilian organizations, answered a survey for each project, with 22 questions grouped in three sections: Project Characteristics, Technical Problems and Success Factors. The first section contained seven questions about the projects characteristics, which are described in Table I. The objective of the second section, with six questions, was to identify the main technical problems occurred in these projects. Finally, nine questions of the survey s third section addressed to the distributed projects main success factors. In some answers we noticed misinterpretations of the questions by the project managers. In these cases, the results were sent back to them so that the answer could be adjusted. Analyzing this data we could observe that managing distributed software projects brought us different kinds of difficulties, success factors and lessons learned. In this section we present and discuss: (i) details of the different geographically distributed scenarios where these projects were developed; (ii) quantitative results of the risks identified or mitigated among the projects and the success factors considering software project management point of view; (iii) software quality problems identified through the life cycle of the projects involved in this survey; and (iv) quantitative results of problems identified during these projects considering technological aspects. A. Distributed Scenarios of the Projects We analyzed the results of more than 20 projects of Brazilian organizations, considering different perspectives: Software Project Management, Software Quality and Technology. Each one of these perspectives will be presented later in this section. First, it is important to characterize the scenarios (Figure 1) and the projects (Table I) that contributed with important data for our analysis. I III V Organization 1 Organization 1 Organization 1 Organization 3 Organization 3 City B2 II IV Organization 1 Organization 1 Organization 4 City B2 Figure 1. The projects were distributed in five different cenarios. All the projects classified in the scenario I, involved two organizations (customer and software development supplier) in two different cities and in the same country (Brazil). Also, in this scenario, members of the two organizations travelled frequently. The differences between the scenarios I and II are that in the scenario II the projects involved organizations in different countries and only the members of the supplier team travelled frequently. The scenario IV is similar to scenario II, except for the travel responsibility (customer). In the III scenario, there were three organizations involved (two customers and one software development supplier) in the projects. Besides all the organizations involved were located in the same country, only the customers were located in the same city. Finally, in the scenario V, there were four organizations involved with the project (two customers, one software development supplier and one tester supplier). In all of these scenarios, the software work is undertaken at geographically separated locations, and involves communication for information exchanges, coordination and control of groups, activities and artifacts. Besides the geographically distributed scenarios identified in Figure 1, Table I also describes some projects characteristics that were relevant to our success factors quantitative analysis and other conclusions.
3 Projects TABLE I. Scenario Max. Team Size PROJECTS CHARACTERISTICS Main Characteristics Any kind of Training? Defined for the Project? Clear Responsibilities? A I 4 No No No B I 6 No No Yes C I 6 No No Yes D I 8 No No No E I 8 No No No F I 25 Yes Yes Yes G II 2 No No Yes H II 3 No No Yes I II 4 No No Yes J II 9 No Yes Yes K II 10 No No Yes L II 16 No Yes Yes M III 5 Yes Yes Yes N III 5 Yes Yes Yes O III 6 Yes Yes Yes P III 8 Yes Yes Yes Q III 6 No No Yes R III 23 Yes Yes Yes S III 60 Yes Yes Yes T IV 12 No No Yes U V 25 No Yes Yes It s important to notice that the any kind of training? questions refer to: (i) process, when a defined process was established; (ii) technology training (development tools and software engineering best practices); and (iii) support training (hardware, software and communication support). B. Software Project Management Several risks were identified or mitigated during these projects, but only risks related to geographically distributed factors were considered in this analysis. In order to facilitate our analysis, we categorized these risks as following: (i), the risks related with a defined process failure or a non existence defined process for the project (e.g.: a training process not followed, inexistence of a human resource planning and so on); (ii) Selecting Team, any risk related with the activities to obtain the best people for the project (e.g.: non-existence of skills selection criteria, resources negotiation with senior managements and so on); (iii) Infra- Structure, all the working environment risks (e.g.: problems in establishing verification or validation environments; problems with communication tools etc); and (iv) Schedule Conflicts, all risks associated with planning time conflicts, as following: holidays, cultural holidays, travels, management meetings with all the team and so on. As shown in the Figures 2 and 3, 60% of the risks identified or mitigated during the life-cycle of these projects were related with Selecting the Team and Schedule Conflicts risks categories. Besides that, over 80% of these risks were classified as Medium Impact or High Impact, demonstrating their relevance for this kind of projects. Further analysis has shown us that all these risks factors and possible causes were associated with, at least, one cultural aspect. It is possible to conclude that geographically distributed project managers need to be aware of the nature of cultural differences, even when the team is distributed within the same country [7]. As shown in Figure 2, 100% of the risks classified as, when occurred, brought high impact in time, cost or quality to the projects. We also can conclude that in despite of costs to accomplish the defined process activities during the projects, the results of not having a process can be worse [10,11]. Infra-Estructure 24% 16% Selecting the team 32% Schedule Conflicts 28% Figure 2. Percent distribution of management risks in geographically distributed projects. 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Selecting the team Schedule Conf licts Infra- Estructure Low Impact Medium Impact High Impact Figure 3. Percent distribution of management risks in geographically distributed projects, grouped by impact. The Figure 4 shows another important result of this survey, a percent distribution of the success factors, related
4 to distance factors, identified by the project managers of the projects that succeed in cost and time (81%), considering approved baselines throughout the project. To facilitate our analysis we classified these success factors into Oslo s four broad category [8], as following: (i) Collaboration Readiness, considering two broad aspects: selecting the right skills and the cultural organization alignment with the collaboration goal; (ii) Technology Readiness, considering that both individual and organization are prepared to assist geographically distributed work; (iii) Common Ground, considering common base of share knowledge, including process, and vocabulary; and (iv) Nature of Work (the fundamental qualities of a person and social aspects), all the work is carefully planned considering that coupled work is done where people are face-to-face. In addition, the category Others was created to associate other success factors that are not directly related to these distance effects. By analyzing the main Software Quality Problems detected throughout the life cycle of these projects, we could observe that, as shown in Figure 5, 56% of the problems were associated with Technical Solution Area. In addition, 22% of the quality problems detected were associated with the inexistence of formal Verification and Validation activities. Verification 11% Validation 11% Requirements Development 22% Technical Solution 56% Common Ground 12% Technology Readiness 8% Others 4% Collaboration Readiness 53% Nature of The Work 23% Figure 5. Percentual distribution of quality software problems detected in D. Technology There is a wide range of kinds of technologies and tools that can assist in geographically distributed environments, and most of them require support, as shown in Figure 6. More than 65% of technological problems are related to these aspects. Therefore, it is necessary people in the team with huge experience in distributed environments and available technical support. Figure 4. Percent distribution of management success factors in Figure 4 shows that 94% of the success factors identified by the project managers are related do distance effects. Moreover, 53% of these success factors were classified as Collaboration Readiness. This demonstrates that, in distributed situations, project managers need to carefully select their team and analyze the organizations involved before starting a project. It is important to highlight that 23% of the success factors were classified as Nature of Work. Therefore, it is important to detail the work breakdown structure as much as necessary with the main objective to plan coupled work to be done by people that can work face-to-face. C. Software Quality In order to facilitate our analysis, we classified the Software Quality problems related to geographically distributed factors and detected throughout these projects in the following CMMI (Capability Maturity Model Integration) Engineering Areas [9]: Technical Solution, Requirements Development, Verification and Validation. Inadaquate Development Softwares 20% Hardware Configuration 13% Servers Unavailable 27% Communication Failures 27% Inadaquate Tests Environment 13% Figure 6. Percentual distribution of technological problems occurred in IV. CONCLUSIONS This paper described the quantitative results of twenty one Brazilian, considering three aspects. We believe that these results can be used by other organizations that have the same project scenarios and characteristics. Despite of risks and problems identified throughout the projects the results are worthy.
5 We could also observe that, regardless of the scenario, if the team members are distant, then the problems and success factors were always similar. This conclusion was possible because several analyses considering the different scenarios were done and similar results were obtained. Moreover, the success factors analyzed are related to 81% of the projects that succeeded in terms of cost and time. All the success factors, benefits and failures described in this paper reflect team and project managers opinion aligned with qualitative and quantitative results. As demonstrated in section III of this paper, the quantitative results are acceptable and can help organizations to acknowledge and mitigate the risks associated to distributed environments issues. In order to continuously collect lessons learned and to increase the number of succeed projects, we planned to include in the next analysis more projects of different project managers and organizations. ACKNOWLEDGMENT We would like to thank all the team members of these projects for the collaboration on the metrics results. We also thank the support of the organizations involved: Chemtech, BL Informática, ProMove and BBM. REFERENCES [1] Nasscom - Mckinsey Report 2002, artdisplay.asp?art_id=1225. Accessed on May, [2] E. Carmel and R. Agarwal, Offshore Sourcing of Information Technology Work by America s Largest Firms. Technical Report, Kogod School, American University, Washington D.C., November [3] D. Coleman and R. Osborne, Managing Projects in a Distributed World: Successful Project, New Behaviors Part 1 and 2, [4] S. De Marie, Using Virtual Times to Manage Complex Projects (A case study), [5] E. Carmel, Collaboration Across Borders and Tome Zone, Prentice Hall, New Jersey, [6] J.R.Evaristo and R. Scudder, Geographically Distributed Project Teams: A Dimensional Analysis, in: Proceedings of the 33rd Annual Hawaii International Conference on System Sciences, Hawaii, [7] C. A. Ellis, S. J. Gibbs and G. L. Rein, Groupware: some issues and experiences. in: Communications of the ACM, vol. 34, n. 1, Jan. 1991, p [8] G.M. Olson and J.S. Olson, Distance Matters. Human-Computer Interaction, [9] SEI, "CMMI for Development (CMMI-DEV), V1.2," Software Engineering Institute CMU/SEI-2006-TR-008, [10] J. Herbsleb, A. Carleton, J. Rozum, J. Siegel and D. Zubrow, Benefits of CMM Based Software Improvement: Initial Results. Technical Report CMU/SEI-94-TR-13, Software Eng. Inst., Carnegie Mellon University, Pittsburgh, [11] A.I.F. Ferreira, G. Santos, R. Cerqueira, M. Montoni, A. Barreto, A.O.S. Barreto and A.R. Rocha, Applying ISO 9001:2000, MPS.BR and CMMI to Achieve Software Maturity: BL Informatica s Pathway, In: 29th Int. Conference on Software Engineering (ICSE), May, Minneapolis, USA, 2007, pp;
Organisational Readiness and Software Process Improvement
Organisational Readiness and Software Process Improvement Mahmood Niazi a, David Wilson b and Didar Zowghi b a School of Computing and Mathematics, Keele University, ST5 5BG, UK mkniazi@cs.keele.ac.uk
More informationThis resource is associated with the following paper: Assessing the maturity of software testing services using CMMI-SVC: an industrial case study
RESOURCE: MATURITY LEVELS OF THE CUSTOMIZED CMMI-SVC FOR TESTING SERVICES AND THEIR PROCESS AREAS This resource is associated with the following paper: Assessing the maturity of software testing services
More informationStreamlining Processes and Appraisals
Streamlining Processes and Appraisals Gary Natwick Harris Corporation November 17, 2009 NDIA CMMI Conference and User Group NDIA CMMI Conference and User Group - 1 Providing Value To Our Customers Aviation
More informationUnderstanding Model Representations and Levels: What Do They Mean?
Pittsburgh, PA 15213-3890 Understanding Model Representations and Levels: What Do They Mean? Mary Beth Chrissis Mike Konrad Sandy Shrum Sponsored by the U.S. Department of Defense 2004 by Carnegie Mellon
More informationThis chapter illustrates the evolutionary differences between
CHAPTER 6 Contents An integrated approach Two representations CMMI process area contents Process area upgrades and additions Project management concepts process areas Project Monitoring and Control Engineering
More informationBy: MSMZ. Standardization
Standardization Introduction A standard is a document. It is a set of rules that control how people should develop and manage materials, products, services, technologies, processes and systems. Every organization
More informationImproving Software Acquisition Processes: A Study of Real Project Costs
The 3rd Annual Conference on the Acquisition of Software-Intensive Systems Arlington, Virginia January 2004 Improving Software Acquisition Processes: A Study of Real Project Costs Dr. Maliha Haddad Assistant
More informationRisk Mitigated SCAMPI SM Process
Risk Mitigated SCAMPI SM Process Gary Natwick, Debra Perry Harris Corporation November 19, 2008 NDIA CMMI Conference - 1 Providing Value To Our Customers Communications and information networks Aviation
More informationBecoming an Authorized Organization for escm Capability Determination Services
Becoming an Authorized Organization for escm Capability Determination Services ITSqc, LLC http://www.itsqc.org Version 3.0 January, 2012 1 esourcing Capability Models (escms) and Capability Determination
More informationChapter 6. Software Quality Management & Estimation
Chapter 6 Software Quality Management & Estimation What is Quality Management Also called software quality assurance (SQA) s/w quality:- It is defined as the degree to which a system, components, or process
More informationAZIST Inc. About CMMI. Leaders in CMMI Process Consulting and Training Services
Software Process Consulting Services - CMMI Leaders in CMMI Process Consulting and Training Services About CMMI CMMI models are tools that help organizations improve their ability to develop and maintain
More informationHow to Develop Highly Useable CMMI Documentation
How to Develop Highly Useable CMMI Documentation Presenter: Ralph Williams, President CMM and CMMI is registered in the U.S. Patent and Trademark Office. SM IDEAL is a service mark of Carnegie Mellon University.
More informationUsing Knowledge Management to Improve Software Process Performance in a CMM Level 3 Organization
Using Knowledge Management to Improve Software Process Performance in a CMM Level 3 Organization Ricardo de Almeida Falbo, Ligia S. Mota Borges, Fabio Feu Rosa Valente Computer Science Department, Federal
More information2012 Brazilian Electronic Test and Measurement Customer Service Leadership Award
2012 2012 Brazilian Electronic Test and Measurement Customer Service Leadership Award 2012 Frost & Sullivan 1 We Accelerate Growth Customer Service Leadership Award Electronics Test and Measurement Brazil,
More informationCMMI for Technical Staff
CMMI for Technical Staff SES CMMI Training Series April 7, 2009 Audio Conference #: Dial - 1-877-760-2042 Pass code - 147272 SM SEI and CMM Integration are service marks of Carnegie Mellon University CMM
More informationA Framework for Maturity Assessment in Software Testing for Small and Medium-Sized Enterprises
A Framework for Maturity Assessment in Software Testing for Small and Medium-Sized Enterprises Adailton F. Araújo 1, Cássio L. Rodrigues 1, Auri M.R. Vincenzi 1, Celso G. Camilo 1 and Almir F. Silva 2
More informationA Measurement Approach Integrating ISO 15939, CMMI and the ISBSG
A Measurement Approach Integrating ISO 15939, CMMI and the ISBSG Luc Bégnoche, Alain Abran, Luigi Buglione Abstract In recent years, a number of well-known groups have developed sets of best practices
More informationIntroduction to Software Product Line Adoption
Pittsburgh, PA 15213-3890 Introduction to Software Product Line Adoption Linda Northrop: Director, Product Line Systems Program lmn@sei.cmu.edu Larry Jones: Product Lines Systems Program lgj@sei.cmu.edu
More informationUsing Software Process Simulation to Assess the Impact of IV&V Activities 1
Using Software Process Simulation to Assess the Impact of IV&V Activities 1 David M. Raffo+*, Umanath Nayak*, Siri-on Setamanit,* Patrick Sullivan*, Wayne Wakeland** +College of Engineering and Computer
More informationTop 10 Signs You're Ready (or Not)
Top 10 Signs You're Ready (or Not) For an Appraisal Gary Natwick Harris Corporation Gary Natwick - 1 Government Communications Systems Division DoD s Strategic and Business Development CMMI Technology
More informationDevelopment of an OO Energy Management System using the ami Approach
H. Dobler, A. Mittelmann 3rd EAUG October 1st, 1996; Page 1 Development of an OO Energy Management System using the ami Approach Heinz Dobler CD Laboratory for Software Engineering Linz, Austria Tel: ++43
More informationThe Components of the SW Quality Assurance System - Overview. 08/09/2006 SE7161 Software Quality Assurance Slide 1
The Components of the SW Quality Assurance System - Overview SE7161 Software Quality Assurance Slide 1 The SQA System An SQA architecture An SQA system always combine a wide range of SQA components, all
More informationAn Alignment Model for Collaborative Value Networks
An Alignment Model for Collaborative Value Networks Carlos Bremer 1, Rodrigo Cambiaghi Azevedo 1, Alexandra Pereira Klen 1 1 Axia Consulting, Av. Nações Unidas, 12551, 18 Andar, 04578-903, São Paulo SP,
More informationAssessment Results using the Software Maintenance Maturity Model (S 3m )
Assessment Results using the Software Maintenance Maturity Model (S 3m ) David-Alexandre Paquette Alain April Alain Abran École de Technologie Supérieure david-alexandre.paquette.1@ens.etsmtl.ca alain.april@etsmtl.ca
More informationSoftware Quality Management
Software Quality Management CONTENTS I. Basic Quality Concepts II. Software Quality Assurance (SQA) 1. Definition of SQA 2. SQA Activities III. Quality Evaluation Standards 1. Six sigma for software 2.
More informationSession 6.1. Software Engineering
Session 6.1 Software Engineering elements to software production: the enabler the software is developed upon, the software being developed, the team working on the software, the people managing the software
More informationGetting from Here (SW-CMM) to There (CMMI) in a Large Organization
Getting from Here (SW-CMM) to There (CMMI) in a Large Organization 4 th Annual CMMI Technology Conference and User Group Presenter: Cheryl Brickey brickey@us.ibm.com Agenda Organization Overview Worldwide
More informationGetting from Here (SW-CMM) to There (CMMI) in a Large Organization
Getting from Here (SW-CMM) to There (CMMI) in a Large Organization SEPG 2004 Presenter: Cheryl Brickey brickey@us.ibm.com Agenda Organization Overview Worldwide policy and management Standard Framework
More informationComponent-Based Development in Geographically Dispersed Teams
Component-Based Development in Geographically Dispersed Teams Melvin Pérez MSE 17-652 May 6, 2002 Abstract This paper discusses how a Component-Based Methodology (CBD) can influence Software Development
More informationEngineering Process Transformation driven by Use Cases.
Engineering Process Transformation driven by Use Cases juergen.schmied@methodpark.com 1 From Process Models to Projects Corporate Initiatives Six Sigma 16949 PMI CMMI 26262 Automotive SPICE One group,
More informationAn assistance method of incorporating quantitative management indicator into software development process
An assistance method of incorporating quantitative management indicator into software development process Hikichi K 1, Yonemitsu T 1, Fukuchi Y 1, Fushida K 2 and Iida H 2 1 Hitachi, Ltd., Shinagawa, Tokyo,
More informationTowards a requirements reuse method using Product Line in distributed environments
Towards a requirements reuse method using Product Line in distributed environments Thais Ebling, Jorge Luis Nicolas Audy, Rafael Prikladnicki Pontifical Catholic University of Rio Grande do Sul (PUCRS),
More informationBill Nielsen Chris Nicholson Linda Brammer. Northrop Grumman Mission Systems Defense Mission Systems. November 18, 2004
Accelerating the Adoption of CMMI and Earned Value Management Bill Nielsen Chris Nicholson Linda Brammer Northrop Grumman Mission Systems Defense Mission Systems November 18, 2004 Defense Mission Systems
More informationImproving Acquisition in Government Requirements Management Leading Practices: CMMI-ACQ Visualization
the way we see it Improving Acquisition in Government Requirements Management Leading Practices: CMMI-ACQ Visualization July 2008 Capgemini Government Solutions Table of Contents 1 The Challenge: Increase
More information4180: Defined Processes, Evidence, and Rescuing Corporate Knowledge: Achieving Standards Compliance in Agile and Lean Environments
4180: Defined Processes, Evidence, and Rescuing Corporate Knowledge: Achieving Standards Compliance in Agile and Lean Environments SEPG Conference March 2012 Dr. Richard Bechtold : Overview Problem Statement
More informationRole of Agile Methods in Global Software Development
Harrisburg University of Science and Technology Digital Commons at Harrisburg University Dissertations and Theses Project Management (PMGT) 8-2017 Role of Agile Methods in Global Software Development Dinesh
More informationUsing Pilots to Assess the Value and Approach of CMMI Implementation
Using Pilots to Assess the Value and Approach of CMMI Implementation Godfrey, S., Andary, J., Rosenberg, L. NASA Goddard Space Flight Center, Greenbelt, Maryland, USA, 20771 Sara.H.Godfrey.1@gsfc.nasa.gov
More informationThe Explicit Relationship Between CMMI and Project Risks
0 The Explicit Relationship Between CMMI and Project Risks NDIA 4th Annual CMMI Technology Conference & User Group November 16, 2004 Warren Scheinin Systems Engineer Northrop Grumman Corporation 1 Objectives
More informationProject Management Professionals
A COLLECTION OF INTERVIEW QUESTIONS FOR Project Management Professionals When interviewing a Project Manager, it s important to set up the discussion for the first couple of minutes in an open dialogue.
More informationBuild Capabilities to Win
Build Capabilities to Win Agenda What Are Capabilities? What Is CMMI Institute? CMMI Drives Results Quantitative and Qualitative The Global Impact of CMMI Next Steps 2 What Are Capabilities? McKinsey &
More informationTransactions on Information and Communications Technologies vol 11, 1995 WIT Press, ISSN
A quality assessment method for application management R.M. Hather, E.L. Burd, C. Boldyreff Centre for Software Maintenance, University of Durham, Durham, DEI 3EL, UK, Email: ames@durham.ac.uk Abstract
More informationMTAT Software Engineering Management
MTAT.03.243 Software Engineering Management Lecture 16: Software Process Assessment Dietmar Pfahl Spring 2013 email: dietmar.pfahl@ut.ee Structure of Lecture 16 Process Assessment Origins: CMM & CMMI Process
More informationSoftware Project & Risk Management Courses Offered by The Westfall Team
Software Project & Risk Management is a 5-day course designed to provide a knowledge base and practical skills for anyone interested in implementing or improving Software Project and Risk Management techniques
More informationRevista Economică 70:4 (2018) USING THE INTEGRATED CAPABILITY AND MATURITY MODEL IN THE DEVELOPMENT PROCESS OF SOFTWARE SYSTEMS
USING THE INTEGRATED CAPABILITY AND MATURITY MODEL IN THE DEVELOPMENT PROCESS OF SOFTWARE SYSTEMS Marian Pompiliu CRISTESCU 1, Ana-Maria Ramona STANCU 2 1 Lucian Blaga University of Sibiu, Sibiu, Romania
More informationMEASURING PROCESS CAPABILITY VERSUS ORGANIZATIONAL PROCESS MATURITY
MEASURING PROCESS CAPABILITY VERSUS ORGANIZATIONAL PROCESS MATURITY Mark C. Paulk and Michael D. Konrad Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213-3890 Abstract The
More informationThe CMMI Value Proposition
22 when performance matters The CMMI Value Proposition May 2016 Copyrights and Registered Trademarks CMMI -DEV, CMMI -SVC and Standard CMMI Appraisal Method for Process Improvement The following service
More informationEvolutionary Differences Between CMM for Software and the CMMI
Evolutionary Differences Between CMM for Software and the CMMI Welcome WelKom Huan Yín Bienvenue Bienvenido Wilkommen????S???S??? Bienvenuto Tervetuloa Välkommen Witamy - 2 Adapting an An Integrated Approach
More informationIT Service CMM Questionnaire
IT Service CMM Questionnaire Frank Niessink October 14, 2000 Identification Participant Name: Team, Role: Tel: Date: For IT Service CMM version L2-1.0, questionnaire version 0.1. 1 Contents 1 Introduction
More informationDean Wooley, Harris Corporation. Redefining QA s Role in Process Compliance
Redefining QA s Role in Process Compliance Dean Wooley, Harris Corporation Redefining QAs Role in Process Compliance assuredcommunications NDIA CMMI Conference - 1 Agenda Company overview The Role of QA
More informationGiven the competitive importance of
Making Work A successful measurement process becomes a way of doing business. is embedded in the organization, and performance improves because people are making fact-based decisions. This article describes
More informationA Quantitative Comparison of SCAMPI A, B, and C
A Quantitative Comparison of SCAMPI A, B, and C CMMI Technology Conference & User Group 14-17 November 2005 Dan Luttrell Rick Hefner, Ph.D. Northrop Grumman Corporation Background SCAMPI B and C appraisal
More informationIssues in the Implementation of Software Process Improvement Project in Malaysia
Issues in the Implementation of Software Process Improvement Project in Malaysia MOHD HAIRUL NIZAM MD. NASIR, RODINA AHMAD, NOOR HAFIZAH HASSAN Department of Software Engineering Faculty of Computer Science
More informationUsing TSP to Improve Performance
Using TSP to Improve Performance Dan Burton Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213 Sponsored by the U.S. Department of Defense 2008 by Carnegie Mellon University
More informationHow to Become Your Customer s Software Provider of Choice
How to Become Your Customer s Software Provider of Choice 2005 CMMI Technology Conference www.davidconsultinggroup.com DISCUSSION POINTS Why are organizations wanting to move IT offshore? Level 5 service
More informationCERT Resilience Management Model, Version 1.2
CERT Resilience Management Model, Organizational Process Focus (OPF) Richard A. Caralli Julia H. Allen David W. White Lisa R. Young Nader Mehravari Pamela D. Curtis February 2016 CERT Program Unlimited
More informationCMMI-DEV V1.3 CMMI for Development Version 1.3 Quick Reference Guide
processlabs CMMI-DEV V1.3 CMMI for Development Version 1.3 Quick Reference Guide CMMI-DEV V1.3 Process Areas Alphabetically by Process Area Acronym processlabs CAR - Causal Analysis and Resolution...
More informationFrom ISO 9001:2008 to ISO 9001:2015 Challenges for Software Engineering in Small and Medium Sized Enterprises
Alexander Volland et al. (Hrsg.): Projektmanagement & Vorgehensmodelle 2017, Lecture Notes in Informatics (LNI), Gesellschaft für Informatik, Bonn 2017 193 From ISO 9001:2008 to ISO 9001:2015 Challenges
More informationProcess Quality Levels of ISO/IEC 15504, CMMI and K-model
Process Quality Levels of ISO/IEC 15504, CMMI and K-model Sun Myung Hwang Dept. of Computer Engineering Daejeon University, Korea sunhwang@dju.ac.kr 1. Introduction 1.1 Background The quality of a product
More informationCMMI V2.0 MODEL AT-A-GLANCE. Including the following views: Development Services Supplier Management. CMMI V2.0 outline BOOKLET FOR print.
CMMI V.0 MODEL AT-A-GLANCE Including the following views: Development Services Supplier Management CMMI V.0 outline BOOKLET FOR print.indd CMMI V.0 An Integrated Product Suite Designed to meet the challenges
More informationWhat s New in V1.3. Judah Mogilensky Process Enhancement Partners, Inc.
What s New in V1.3 Judah Mogilensky Process Enhancement Partners, Inc. 1 Acknowledgements This presentation is based, in part, on the CMMI V1.3 released materials, as well as on several presentations by
More informationMeasurement for Maturity and Process Improvement Using DataDrill EXPRESS
Measurement for Maturity and Process Improvement Using DataDrill EXPRESS Date: 15 October 2006 Preface This document is the valuable property of Distributive Management. It may not be made available, copied
More informationA Global Overview of The Structure
A Global Overview of The Structure CMMI for Development V.1.2 Module 2 M02/GO/v1.2 Agenda Overview of CMMI General Structure of CMMI CMMI Model Representations Generic Goals and Practices CMMI by PAs and
More informationIntroduction to the Testing Maturity Model Enhanced TM (TMMe)
Introduction to the Testing Maturity Model Enhanced TM (TMMe) Developed by Thomas C. Staab President Wind Ridge International, LLC 11321 East Folsom Point Lane Franktown, Colorado 80116 USA 303-660-3451
More informationBPM Model of GQIMP for ISO 9001:2008 supported by CASE tools
2014 11th International Conference on Information Technology: New Generations BPM Model of GQIMP for ISO 9001:2008 supported by CASE tools Denis Avila Montini, Gustavo Ravanhani Matuck, Adilson Marques
More informationRational Software White Paper TP 174
Reaching CMM Levels 2 and 3 with the Rational Unified Process Rational Software White Paper TP 174 Table of Contents Abstract... 1 Introduction... 1 Level 2, Repeatable... 2 Requirements Management...
More informationSCAMPI-B for Contract Monitoring A Case Study of the Mission Planning Enterprise Contractors
SCAMPI-B for Contract Monitoring A Case Study of the Mission Planning Enterprise Contractors Sponsored by the U.S. Department of Defense Lorraine Adams, SEI Kathy Bastien, BlueForce LLC SM SCAMPI is a
More informationInt. J. Nuclear Energy Science and Technology, Vol. X, No. Y, xxxx 1
Int. J. Nuclear Energy Science and Technology, Vol. X, No. Y, xxxx 1 ISO 9001 or IAEA GS-R-3? Eduardo Kibrit Quality Assurance Department Centro Tecnológio da Marinha em São Paulo (CTMSP) Brazilian Navy
More informationBoldly Going Where Few Have Gone Before SCAMPI SM C Appraisal Using the CMMI for Acquisition
Boldly Going Where Few Have Gone Before SCAMPI SM C Appraisal Using the CMMI for Acquisition Carol Klingler & John Kennedy klingler@mitre.org; jkennedy@mitre.org 8th Annual CMMI Technology Conference &
More informationContinuous Process Improvement - Why Wait Till Level 5?
Continuous Process Improvement - Why Wait Till Level 5? Girish Seshagiri Advanced Information Services, Inc. Peoria, IL USA Abstract Continuous improvement is generally considered to be a paradigm shift
More informationREQUIREMENTS MANAGEMENT AND ACQUISITION MANAGEMENT EXPERIENCES IN SPANISH PUBLIC ADMINISTRATIONS
116 International Journal "Information Technologies and Knowledge" Vol.1 / 2007 REQUIREMENTS MANAGEMENT AND ACQUISITION MANAGEMENT EXPERIENCES IN SPANISH PUBLIC ADMINISTRATIONS Jose A. Calvo-Manzano, Gonzalo
More informationSoftware Engineering Economics
Software Engineering Economics (CS656) VBSE Jongmoon Baik Value-Based Software Engineering (VBSE) 2 1 Example: Software Testing Assume You re the manager of a $2M S/W project, Vendor (ATG) Proposition
More informationCMMI Level 2 for Practitioners: A Focused Course for Your Level 2 Efforts
CMMI Level 2 for Practitioners: A Focused Course for Your Level 2 Efforts Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213 Mary Beth Chrissis May 27, 2009 Report Documentation
More informationPresented By: Mark Paulk
Presented By: Mark Paulk Brought To You By: Sponsored By: ASQ Software Division Invites You to Attend Held concurrently with the ASQ World Conference on Quality and Improvement May 6 8, 2013 in Indianapolis,
More informationDefinition. Name of the tool or technique Project mission statement
Tools and Techniques Definitions (or by alphabetic order ; see below) A definition of each of the tools and techniques is provided below. The primary sources of definitions were the PMBOK Guide and Max
More informationIntroduction to Electrical Distributors
Introduction to Electrical Distributors Introduction to Electrical Distributors Presented By: Scott Williams VP - Capital Projects & International Division 713.480.8581 swilliams@ed-tx.com www.ed-tx.com
More informationCMMI SM Mini- Assessments
CMMI SM Mini- Assessments Gary Natwick Harris Corporation Melbourne, Florida SM - CMMI is a service mark of Carnegie Mellon University next level solutions Gary Natwick - 1 Harris Corporation Government
More informationASM.br: A Template for Specifying Indicators
ASM.br: A Template for Specifying Indicators Sylvio Bonelli 1, Gleison Santos 1 Monalessa Perini Barcellos 2 1 Graduate Program in Computer Science Federal University of Rio de Janeiro State (UNIRIO) Rio
More informationTHE FUTURE CONTENTS. Software Testing
THE FUTURE CONTENTS I. Software Quality Assurance: 1. Quality is Free 2. Testing and Quality Assurance in the Workplace 3. Software Testing 4. Quality Assurance 5. Other Names for Software Testing Groups
More informationTaba Workstation: Supporting Software Process Deployment based on CMMI and MR-MPS
Taba Workstation: Supporting Software Process Deployment based on CMMI and MR-MPS Mariano Montoni, Ana Regina Rocha, Gleison Santos, Sávio Figueiredo, Ahilton Barreto, Andréa Soares, Cristina Cerdeiral,
More informationBootstrapping Process Improvement Metrics: CMMI Level 4 Process Improvement Metrics in a Level 3 World
Jet Propulsion Laboratory! Bootstrapping Process Improvement Metrics: CMMI Level 4 Process Improvement Metrics in a Level 3 World Jairus Hihn Scott Morgan Jet Propulsion Laboratory, California Institute
More informationBPM (Business Process Management)
BPM (Business Process Management) FINANCIAL ACCOUNTING TAX PAYROLL/HR CONTROLLERSHIP TECNOLOGY FINANCIAL ACCOUNTING TAX PAYROLL/HR CONTROLLERSHIP TECNOLOGY Our history: Our organization has been established
More informationCMMI Conference November 2006 Denver, Colorado
Make Middle Managers the Process Owners CMMI Conference November 2006 Denver, Colorado Welcome CMMI Mid Mgrs Process Owners - 2 WelKom Huan Yín Bienvenido Bienvenue Wilkommen ЌАΛΟΣ ΟΡΙΣΑΤΕ Välkommen Witamy
More informationQuality Management of Software and Systems: Software Process Assessments
Quality Management of Software and Systems: Software Process Assessments Contents Temporal development of the CMM and the assessment procedures Mature and Immature Processes Structure of the Capability
More informationCMMI SM Model Measurement and Analysis
Carnegie Mellon University Software Engineering Institute CMMI SM Model CMMI SM is a Service Mark of Carnegie Mellon University Carnegie Mellon University Software Engineering Institute CMMI Staged Representation
More informationCERTICS - A Harmonization with CMMI-DEV Practices for Implementation of Technology Management Competence Area
CERTICS - A Harmonization with CMMI-DEV Practices for Implementation of Technology Management Competence Area Fabrício Wickey da Silva Garcia Faculty of Computing Federal University of Pará Castanhal,
More informationExamining the Test Process: Predicting the Return on Investment of a Process Change
Pittsburgh, PA 15213-3890 Examining the Process: Predicting the Return on Investment of a Process Change David M. Raffo, Ph.D. Associate Professor, Visiting Scientist, Software Engineering Institute Sponsored
More informationQuality Management as a Competitive Strategy in a Distributed Software Development Environment
Association for Information Systems AIS Electronic Library (AISeL) AMCIS 2003 Proceedings Americas Conference on Information Systems (AMCIS) 12-31-2003 Quality Management as a Competitive Strategy in a
More informationInside of a ring or out, ain t nothing wrong with going down. It s staying down that s wrong. Muhammad Ali
MANAGING OPERATIONAL RISK IN THE 21 ST CENTURY White Paper Series Inside of a ring or out, ain t nothing wrong with going down. It s staying down that s wrong. Muhammad Ali 2 In today s competitive and
More informationCMMI Update. Mary Beth Chrissis, as represented by: Pat O Toole Software Engineering Institute. Pittsburgh, PA May 15, 2008
Mary Beth Chrissis, as represented by: Pat O Toole Software Engineering Institute Carnegie Mellon University Pittsburgh, PA 15213 May 15, 2008 CMMI Today The CMMI Product Suite was released 1/2002 and
More informationDeriving Software Acquisition Process from Maturity Models An Experience Report
J. Software Engineering & Applications, 2010, 3: 280-286 doi:10.4236/jsea.2010.33034 Published Online March 2010 (http://www.scirp.org/journal/jsea) Deriving Software Acquisition Process from Maturity
More informationLeveraging Quality For Competitive Advantage
Leveraging Quality For Competitive Advantage (A Presentation by The Boeing Company) John D. Vu Ph.D Technical Fellow The Boeing Company BOEING is a trademark of Boeing Management Company. Global Demand
More informationCMMI Version 1.2. Model Changes
Pittsburgh, PA 15213-3890 CMMI Version 1.2 Model Changes SM CMM Integration, IDEAL, and SCAMPI are service marks of Carnegie Mellon University. Capability Maturity Model, Capability Maturity Modeling,
More informationPassit4Sure.OG Questions. TOGAF 9 Combined Part 1 and Part 2
Passit4Sure.OG0-093.221Questions Number: OG0-093 Passing Score: 800 Time Limit: 120 min File Version: 7.1 TOGAF 9 Combined Part 1 and Part 2 One of the great thing about pass4sure is that is saves our
More informationWORK PLAN AND IV&V METHODOLOGY Information Technology - Independent Verification and Validation RFP No IVV-B
1. Work Plan & IV&V Methodology 1.1 Compass Solutions IV&V Approach The Compass Solutions Independent Verification and Validation approach is based on the Enterprise Performance Life Cycle (EPLC) framework
More informationApplying CMMI-SVC Process Areas to CMMI-DEV Projects
Applying CMMI-SVC Process Areas to CMMI-DEV Projects M. Lynn Penn Director Strategic Process Engineering Integrated Systems & Global Solutions Lockheed Martin Corporation November, 2011 Topics for Discussion
More informationAdvancing analytics and automation within internal audit
Advancing analytics and automation within internal audit A look into the current maturity stages of internal audit analytics and how internal audit departments are further developing their analytics programs
More informationA Real-Life Example of Appraising and Interpreting CMMI Services Maturity Level 2
A Real-Life Example of Appraising and Interpreting CMMI Services Maturity Level 2 Neil Potter The Process Group help@processgroup.com www.processgroup.com SM CMM Integration, IDEAL, and SCAMPI are service
More informationProgram Lifecycle Methodology Version 1.7
Version 1.7 March 30, 2011 REVISION HISTORY VERSION NO. DATE DESCRIPTION AUTHOR 1.0 Initial Draft Hkelley 1.2 10/22/08 Updated with feedback Hkelley 1.3 1/7/2009 Copy edited Kevans 1.4 4/22/2010 Updated
More informationSystematic review of success factors and barriers for software process improvement in global software development
IET Software Review Article Systematic review of success factors and barriers for software process improvement in global software development Arif Ali Khan, Jacky Keung Department of Computer Science,
More informationCMMI A-Specification. Version 1.7. November, For CMMI Version 1.2. This document is controlled by the CMMI Steering Group.
CMMI A-Specification Version 1.7 For CMMI Version 1.2 November, 2007 This document is controlled by the CMMI Steering Group. CHANGE PAGE HISTORY This is the first release of the A-Spec for CMMI v1.2. Change
More information