CMMI模式的流程领域.pptVIP

0. Introduction 1. The process improvement process 2. Process measurement 3. Process analysis 4. Process change 5. CMMI 5. CMMI 美國國防部對於軟體的策略是希望外包(Outsourcing)的，但為了掌握軟體產品的品質與進度，希望開發過程能夠透明化，因此於1980 年時，提出對軟體承包商的軟體開發能力進行評估的要求 美國國防部委託卡內基美隆大學軟體工程學院(Software Engineering Institute, SEI) 進行的相關研究成果。 SEI於1988年研究發佈了軟體開發程序成熟度框架(CMM)，提供了軟體開發程序評估和軟體能力評價兩種評估方法 1991年，SEI將軟體開發程序成熟度框架提升為軟體能力成熟度模型(Capability Maturity Model For Software, SW-CMM)，並發佈了最早的SW-CMM 1.0版 5. CMMI 2000年底SEI發表CMMI ，整合 軟體工程(Software Engineering, SW) 系統工程(Systems Engineering, SE) 產品與流程發展(Integrated Product and Process Development, IPPD) 供應商來源(Supplier Sourcing, SS)管理 CMMI能夠評估及改善軟體組織之軟體開發流程，並協助持續改善軟體流程能力與成熟度。 進而提昇軟體組織的軟體開發管理能力，縮短開發時程、降低成本及確保品質。 CMMI 表述 分為階段式和連續式兩種表述方式： 階段式表述 強調軟體流程改善是漸進式的，各層級的完成都是下個層級的基礎。 連續式表述 強調企業可以依據自身的企業目標與願景來 自由的選擇流程領域加以改善。 CMMI 階段式表述 CMMI 表述比較 Resistance to change Project managers often resist process change because any innovation has unknown risks associated with it. Project managers are judged according to whether or not their project produces software on time and to budget. They may prefer an inefficient but predictable process to an improved process that has organizational benefits, but which has short-term risks associated with it. Engineers may resist the introduction of new processes for similar reasons, or because they see these processes as threatening their professionalism. That is, they may feel that the new pre-defined process gives them less discretion and does not recognize the value of their skills and experience. * 4. Process change Change persistence The problem of changes being introduced then subsequently discarded is a common one. Changes may be proposed by an ‘evangelist’ who believes strongly that the changes will lead to improvement. He or she may work hard to ensure the changes are effective and the new process is accepted. If the ‘evangelist’ leaves, then the people involved may therefore simply revert to the previous ways of doing things. Change instituti