This model has five levels of process assessment, and outlines the techniques for achieving these levels.
This principle has been used as a model ever since, not only for manufacturing, but also applied to management.
Today, three things have changed:
Who is in charge of process? Everyone and no-one.
Is there a VP for process?
He developed 14 points for management to transform organizations.
The purpose of the System of Profound Knowledge is to transform Western leaders so that they will:
Dr. Deming's System of Profound Knowledge is an example of a new paradigm of management. Four paradigm shifts are needed for success.
Manage to create a win-win environment, not a win-lose environment. The focus of a win-win environment is optimization of all stakeholders in the organization's system of interdependent stakeholders.
Manage to create intrinsic motivation, not extrinsic motivation. Intrinsic motivation is the individual's desire to do something for the sheer joy of it. Extrinsic motivation is the individual's desire to do something to gain rewards or to avoid punishments.
Manage with a long-term process and results orientation, not with a short-term results-only orientation. A long-term process and results orientation promotes improvement and innovation of organizational processes. Highly capable processes facilitate prediction of the future and, consequently, a higher likelihood of achieving the organizational mission.
Manage to promote cooperation, not competition. In a cooperative environment, everybody wins. The customer wins products and services he can brag about and rejects commonly accepted levels of defects, rework, shoddy workmanship, and poor service. The firm wins returns for investors and secure jobs for employees. Suppliers win long-term customers for their products. The community wins an excellent corporate citizen.
In a competitive environment, most people lose. The costs resulting from competition are unknown and unknowable, but they are huge. Competition causes individuals, or departments, to optimize their own efforts at the expense of other stakeholders. This form of optimization seriously erodes the performance of the system of interdependent stakeholders.
Total Quality Management
Point 1. Top management has to make a commitment to transformation.
Point 2. Management's education and self-improvement are both exciting and frightening.
Point 3 Daily management includes the development, standardization, control, improvement and innovation of methods used by employees in their daily routine. (PDSA cycle)
Point 5. Policy management is performed by using the PDSA cycle to improve and innovate the methods responsible for the difference between corporate performance and customer needs and wants.
A SWOT analysis (Strengths, Weaknesses, Opportunities & Threats) can be performed to initiate this change. This is done by:
The history of software development is one of increasing scale.
Initially a few individuals could hand craft small programs;
the work soon grew beyond them.
Teams of one or two dozen professionals were then used,
but success was mixed.
While many organizations have solved these small-system problems, the scale of
our work continues to grow.
Today large projects require the coordinated work of many teams.
Complexity is outpacing our ability to solve problems intuitively as they appear. What is required is a more structured approach to software process management.
In addition to working with very large projects, it has been found that the same methods are effective for smaller groups.
In simplified form, they are helpful for individual programmers.
If our methods do not serve the individual professionals, they will not endure.
Once you have the best people you can get, however, what next?
If everyone wrote in different programming languages, used special conventions, or didn't coordinate their design and code changes with their peers, the results would be chaos.
Successful software organizations have learned that even the best professionals need a structured and disciplined environment in which to do cooperative work.
The Myth of the Super Programmers
There is a common view that a few first-class artists can do far better
work than the typical software team.
The implication is that they will know intuitively how to do first-class work, so no orderly process framework will be needed.
If this were true, one would expect that those organizations who have the best
people would not suffer from the common problems of software quality and
Experience, however, shows that this is not the case.
A few leading software organizations have consistently hired the top graduates from the best computer science schools. They are thus staffed with the best available people, yet their programming groups have many of the same problems that plague everyone else.
It seems that the super programmer approach requires better people than are
available, even from our leading universities.
Attracting the best people is vital, but it is also essential to support them with an effectively managed software process.
Another myth is the widespread belief that some technologically advanced tool or method will provide a magic answer to the software crisis.
This is not only wrong, but it is dangerous.
Technology is vital for long-term improvement, but unthinking reliance on an undefined "silver bullet" will divert attention from the need for better process management.
When asked to name their key problems, few software professionals even mention technology. Their major concerns are:
The effective use of software technology is limited by several factors:
Cost estimates and schedule commitments must be met with reasonable consistency, and the resulting products should generally meet users' functional and quality expectations.
The software process is the set of tools, methods, and practices we use to produce a software product.
The objectives of software process management are to produce products according to plan while simultaneously improving the organization's capability to produce better products.
The basic principles are those of statistical process control, which have been used successfully in many fields.
A process is said to be stable or under statistical control if its future performance is predictable within established statistical limits.
When a process is under statistical control, repeating the work in roughly the same way will produce roughly the same result. The basic principle behind statistical control is measurement.
The numbers (measures) must properly represent the process being controlled, and they must be sufficiently well defined and verified to provide a reliable basis for action.
Also, the mere act of measuring human processes changes them.
Since people's fears and motivations are involved, the results must be viewed in a different light from data on natural phenomena.
Measurements are both expensive and disruptive; overzealous measuring can degrade the process we are trying to improve.
A process is a set of tasks that, when properly performed, produces the desired result.
A fully effective software process must consider the relationships of all the required tasks, the tools and methods used, and the skill, training, and motivation of the people involved.
To improve their software capabilities, organizations must take six steps:
Software professionals and their managers can identify areas where improvement actions will be most fruitful by establishing their organization's position in this structure.
Characteristics: Chaotic--unpredictable cost, schedule, and quality performance.
Needed Actions: Planning (size and cost estimates and schedules), performance tracking, change control, commitment management, Quality Assurance.
Characteristics: Intuitive--cost and quality highly variable, reasonable control of schedules, informal and ad hoc process methods and procedures.
Needed Actions: Develop process standards and definitions, assign process resources, establish methods (requirements, design, inspection, and test).
Characteristics: Qualitative--reliable costs and schedules, improving but unpredictable quality performance.
Needed Actions: Establish process measurements and quantitative quality goals, plans, measurements, and tracking.
Characteristics: Quantitative--reasonable statistical control over product quality.
Needed Actions: Quantitative productivity plans and tracking, instrumented process environment, economically justified technology investments.
Characteristics: Quantitative basis for continued capital investment in process automation and improvement.
Needed Actions: Continued emphasis on process measurement and process methods for error prevention.
It is based on the extensive software experience of the SEI staff, and it has been found to reasonably represent the status and key problem areas of many software organizations.
As the practice of software evolves, however, and as our knowledge improves, we can expect this framework to evolve as well. It is presented here to provide a broader perspective on the improvement needs of software organizations.
Software process improvement actions are divided into 15 categories, which are further grouped into 4 major topics. In summary, these topics are:
2. Project management
Project management deals with the normal activities of planning, tracking, project control, and subcontracting. Planning includes the preparation of plans and the operation of the planning system. The tracking and review systems ensure that appropriate activities are tracked against the plan and that deviations are reported to management. Project control provides for control and protection of the critical elements of the software project and its process. Subcontracting concerns the means used to ensure that subcontracted resources perform in accordance with established policies, procedures, and standards.
3. Process management
With improving organizational maturity, a process infrastructure is established to uniformly support and guide the projects' work. This involves process definition, process execution, data gathering and analysis, and process control. The process definition provides a standardized framework for task implementation, evaluation, and improvement. Process execution defines the methods and techniques used to produce quality products. Analysis deals with the measurements made of software products and processes and the uses made of this data. Process control concerns the establishment of mechanisms to assure the performance of the defined process and process monitoring and adjustment where improvements are needed.
This topic deals with technology insertion and environments. Technology insertion covers the means to identify and install needed technology, while environments include the tools and facilities that support the management and execution of the defined process.
1. Sell top management
Significant change requires new priorities, additional resources, and consistent support. Senior managers will not provide such backing until they are convinced that the improvement program makes sense.
2. Get technical support
This is best obtained through the technical opinion leaders (those whose opinions are widely respected). When they perceive that a proposal addresses their key concerns, they will generally convince the others. However, when the technical community is directed to implement something they don't believe in, it is much more likely to fail.
3. Involve all management levels
While the senior managers provide the resources and the technical professionals do the work, the middle managers make the daily decisions on what is done. When they don't support the plan, their priorities will not be adjusted, and progress will be painfully slow or nonexistent.
4. Establish an aggressive strategy and a conservative plan
While senior management will be attracted by an aggressive strategy, the middle managers will insist on a plan that they know how to implement. It is thus essential to be both aggressive and realistic. The strategy must be visible, but the plan must provide frequent achievable steps toward the strategic goals.
5. Stay aware of the current situation
It is essential to stay in touch with current problems. Issues change, and elegant solutions to last year's problems may no longer be pertinent. While important changes take time, the plan must keep pace with current needs.
6. Keep progress visible
People easily become discouraged if they don't see frequent evidence of progress. Advertise success, periodically reward the key contributors, and maintain enthusiasm and excitement.
there is 7% growth per year in programming personnel, predicting
3 million people in USA and
10 million worldwide in the year 2000.
The Electronic Industries Association study of US Defense Department software costs predicted a 12% annual personnel growth rate from 1985-95.
A 1991 study shows that the annual growth in the Canadian software industry is projected to be 20%.
In 1989 and 1990, the Software Engineering Institute (SEI) carried out
assessments of software processes, involving 167 projects in the USA and
196 projects in Japan.
The results of these assessments show that:
Carrying out this action plan resulted in:
Over a period of 3-4 years:
Practical Software Engineering, Department of Computer ScienceRob Kremer