CMMI概述.ppt

* * * * * * * * * * * * In Fig 3 we can find the lack of communication is the primary cause of schedule variance. In fact this data comes from the beginning of design phase in the project. Designers and requirement engineers didn’t reach agreement and consistency with each other about the requirement, which led to a lot of reworks. For other abnormal signals in the control chart, we can do similar analysis. In this example, there are only two SPI data that is 1.0 exactly. If we don’t applied SPC, we must analyze all the 16 data that not equal 1.0, the incurred cost will increase dramatically. * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * * SG 1 量化管理项目 SP 1.1 建立项目目标 SP 1.2 建立项目定义过程 SP 1.3 选择受控子过程 SP 1.4 管理项目性能 * * SG 2 统计管理子过程性能 SP 2.1 选择度量及分析技术 SP 2.2 应用统计方法理解偏差 SP 2.3 监控子过程性能 SP 2.4 记录统计管理数据 量化项目管理实例: Process: Coding Process Performance: Schedule Indicator: Relative schedule variation (RSV) of task Formula: RSV=(actual time–plan time)/plan time*100% Data Source Org A, Org B Distribution: Normal RSV Data From Org. A (1) Task No. Plan (day) Actual (day) RSV (%) Task No. Plan (day) Actual (day) RSV (%) 1 10 9 -10.0 16 15 18.5 23.3 2 5 3 -40.0 17 5 5.5 10.0 3 10 13.5 35.0 18 5 6.5 30.0 4 8 8 0.0 19 7 6.5 -7.1 5 5 5 0.0 20 7 7.5 7.1 6 12 10.5 -12.5 21 5 5.5 10.0 7 5 5.5 10.0 22 8 8 0.0 8 15 14 -6.7 23 5 4.5 -10.0 9 10 6 -40.0 24 10 13 30.0 10 5 5 0.0 25 5 5 0.0 11 5 5 0.0 26 5 7 40.0 12 20 22 10.0 27 5 5.5 10.0 13 5 5 0.0 28 5 4.5 -10.0 14 5 6.5 30.0 29 10 5 -50.0 15 5 5 0.0 30 5 5 0.0 RSV Data From Org. A (2) Run Chart And Causal analysis μ=1.97% σ=20.97% Task No. RSV (%) Engineer A Engineer B Engineer C 2 -40.0 √ 3 35.0 √ 9 -40.0 √ 14 30.0 √ 16 23.3 √ 18 30.0 √ 24 30.0 √ 26 40.0 √ 29 -50.0 √ RSV Data From Org. A (3) Data After Process Improvement Task No. Plan (day) Actual (day) RSV (%) Task No. Plan (day) Actual (day) RSV (%) 1 5 5 0.0 16 15