lifecycle.pptVIP

1/24/2001 * Maturity Level 4: Managed Level Quality productivity goals set for each project Quality, productivity continually monitored corrective action taken upon deviation rely on statistical quality controls distinguish random deviations meaningful violations e.g., #faults detected per 1000 lines of code 1/24/2001 * Maturity Level 5: Optimizing Level Continuous process improvement Statistical quality process controls Feedback knowledge from project to next ? leads to continued improvement How does level 5 differ from level 2? level 2 tries to find correct faults level 5 orgs practice defect prevention i.,e. ensure there are no faults in the first place 1/24/2001 * Climbing Levels Case Studies Moving up the process hierarchy 3 to 5 years to level 2 1.5 to 3 years to level 3 SEI questionnaires highlight ways to improve process Experience original idea: defense contracts only to capable firms CMM has been profitable Hughes Aircraft (Fullerton, CA) spent $500K (1987–90) savings: $2M per year, moving from level 2 to level 3 Raytheon moved from level 1 in 1988 to level 3 in 1993 productivity doubled return of $7.70 per dollar invested in process improvement 1/24/2001 * Process Improvement at Motorola Level 1 3 1.0 — — Level 2 9 3.2 890 1.0 Level 3 5 2.7 411 0.8 Level 4 8 5.0 205 2.3 ? CMM Level Number of Projects Relative Decrease in Duration Faults per MEASL Detected during Development ? Relative Productivity Level 5 9 7.8 126 2.8 1/24/2001 * Summary Life-cycle models waterfall model too inflexible document-driven evolutionary prototyping models rely on decisions made before the problem is understood good solution is to integrate rapid proto waterfall CMM capability maturity model what type of process do you have? high levels characterized by improving process improving saves money/time reduces faults 1/24/2001 * Next Time Questions? Next lecture on Teams read Chapters 4 of Schach for Fri lecture I will also have a handou