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Many practitioners are frustrated by software process improvement initiatives that fail, but now they can solve the problem, once and for all. Improving Software Organizations shares the field's most practical techniques for overcoming the key obstacles to process improvement. It offers a complete framework for software process improvement that draws upon the experiences of seven leading development organizations. This book contains powerful, experience-based lessons for planning, implementation, and ongoing management. Coverage includes: enhancing learning and knowledge transfer in the organization; choosing the right role for assessment methods such as CMM and Bootstrap; defining appropriate metrics for software improvement; and more. Mathiassen also offers practical guidance for maintaining the progress of a software improvement initiative once the lofty rhetoric and first wave of enthusiasm have died down.
- Sales Rank: #4374079 in Books
- Published on: 2001-09-28
- Original language: English
- Number of items: 1
- Dimensions: 9.10" h x .90" w x 7.20" l, 1.22 pounds
- Binding: Paperback
- 368 pages
From the Back Cover
Global competition, the time sensitivity of the new Internet economy, and increasing customer demand for better software quality are pushing companies to undertake software process improvement (SPI) initiatives. Numerous software organizations worldwide have implemented these initiatives with varying degrees of success. Many have adhered to standard SPI practice, only to experience less-than-satisfactory results when the execution proves more difficult than expected and enthusiasm and resources wane.
Improving Software Organizations offers a modern perspective on SPI. It outlines and discusses what it takes to move from SPI theory to successful SPI initiatives. Based on the results of the three-year National Danish SPI Initiative, this book draws on the experiences of four world-class companies—Danske Data, Br�el & Kj�r, Ericsson Denmark, and Systematic Software Engineering. It presents a proven roadmap for successful SPI. It distills in-depth studies of these organizations—the strategies, approaches, and specific techniques that yielded tangible results. It presents a comprehensive framework for planning and executing successful SPI projects throughout the project lifecycle.
Improving Software Organizations presents the major lessons learned in the four companies. It provides an overview of the theories and models that formed the basis of the SPI initiatives. It also provides an in-depth examination of the four companies� development organizations, how each began the SPI initiative, what mistakes were made, and how they ultimately succeeded.
You will learn:
The five key principles of the SPI focus on problems, emphasize knowledge creation, encourage participation, integrate leadership, and plan for continuous improvement How diverse companies adapt standard SPI theory to achieve desired results How to structure learning conditions in SPI initiatives Maturity level assessments, including CMM, BOOTSTRAP, and other customized approaches Knowledge transfer, customer maturity, and organizational learning Proper paths for carrying out risk assessments The specifics of implementing a metrics program Tips on improving requirements specification For each of the five SPI principles, the book offers examples from practice that demonstrate how successful organizations approached the issue. From these examples and the more detailed case studies, you will gain the understanding of how to design, implement, and execute an SPI initiative that is right for your organization.
0201758202B10162001
About the Author
0201758202AB05242001
Excerpt. � Reprinted by permission. All rights reserved.
Global competition and customer demands for better software quality are pushing companies to undertake software process improvement (SPI) initiatives. However, the scale and complexity of SPI organizational change can be daunting, and when it is not managed with great skill, the effort is likely to fail. Software development managers and engineers know too well the feelings of frustration associated with investing valuable resources and not achieving the desired SPI outcomes.
In this book, Improving Software Organizations, we discuss ways to understand and develop the core competencies required to succeed with SPI. Our approach is pragmatic and action-oriented. We examine SPI experiences from real-world situations and distill from them essential lessons for planning, implementing, and managing SPI initiatives to successful completion.
Our book is a result of a collaboration between four Danish companies—Danske Data, Br�el & Kj�r, Ericsson Denmark, and Systematic Software Engineering—three universities—Aalborg University, Copenhagen Business School, and Technical University, Denmark—and an R&D organization, Delta. The project was part of the Danish National SPI Initiative and lasted from January 1997 to December 1999. It was funded in part by the government of Denmark through the Danish National Center for IT Research. During the three-year project, scientists and engineers from the companies and universities worked together on SPI projects within the companies. A primary objective of our collaboration was not only to successfully implement SPI in the companies but also to develop principles and strategies for effectively executing SPI initiatives. From the beginning, we set out to examine and develop solutions for difficult practical problems reported by other SPI experts. In these pages, we present our findings and reflections based on our experiences practicing SPI. We hope that you find our book informative and that the information in it supports your own efforts to solve the practical problems involved with planning and implementing your own SPI programs.
THE FOUR COMPANIESFollowing is general information about each company. As you’ll see, the companies vary in size and in the products they make. They also have various objectives and approaches to SPI. Such variety offers us a unique opportunity to examine a broad range of SPI issues of interest to both software managers and engineers. You are thus likely to find many issues and problems presented in this book that are similar to those facing your own organization, as well as solutions that you can adapt and implement. Br�el & Kj�r A/SBr�el & Kj�r is a leading manufacturer of high-precision measuring instruments. These technically advanced instruments are used in many industries—including automotive, telecommunications, electricity, and aerospace—as well as in environmental measuring and university and industrial research. Br�el & Kj�r’s measuring instruments are based on both embedded real-time software and Windows NT applications. The Br�el & Kj�r product line covers the entire range of measurement equipment, from simple transducers to highly advanced software for calculating and presenting measurement results.
Br�el & Kj�r’s main office is in N�rum (just north of Copenhagen), and the company operates more than 50 sales offices and agencies worldwide. In 1998, Br�el & Kj�r was divided into two separate companies:
Br�el & Kj�r Sound and Vibration Measurement Br�el & Kj�r Condition Monitoring Systems Sound and Vibration is the larger of the two companies, with 550 employees. Approximately 80 of these employees are development engineers, of whom 40 are software developers. Annually, 10 to 15 development projects are carried out, with 4 to 8 people in each project group. Condition Monitoring Systems has some 50 employees, of whom 10 are software developers. Over the past 10 to 15 years, Br�el & Kj�r has been transformed from a company focused on hardware, mechanics, and electronics to a company focused on software. Today, two out of three engineers at Br�el & Kj�r are software engineers. Most Br�el & Kj�r employees have an engineering education; a few have backgrounds in business or computer science.
In the mid-1990s, Br�el & Kj�r transformed itself from a departmental organization to a project-oriented organization. As part of this process, the entire middle management layer was replaced. Several other employees were trained in project management and given responsibility for managing development projects in the new organization. During the 1990s, Br�el & Kj�r carried out several other organizational change initiatives. In 1994, the company successfully completed ISO 9000 certification.
When assessed in October 1996, Br�el & Kj�r was measured at level 2.25 on the Bootstrap scale. It was the only one of the four collaborating companies that started the SPI project at maturity level 2. In the fall of 1999, Br�el & Kj�r was again assessed using the Bootstrap model, and the result showed an increase of maturity to 2.5.
Danske Data A/SDanske Data is a subsidiary of Danske Bank Group, a financial institution that provides all types of financial services (banking, mortgaging, insurance, and so on). The primary business function of Danske Data is the development of information technology (IT) systems for Danske Bank Group, including Danske Bank, the largest bank in Denmark. Danske Data was originally the IT department within the bank, but on July 1, 1996, it was spun off as an independent company.1 The company has approximately 900 employees located at four development centers and is one of Scandinavia’s largest IT companies.
Software development projects at Danske Data vary widely in size; most are small and short-term, but there are also some major projects that have strategic implications for the entire corporation. Project teams of 3 to 5 people typically handle the smaller projects, which usually take 6 to 12 months. Large projects, such as the Year 2000 compliance project, typically involve as many as 150 people and last 6 months to 3 years. Danske Data has four development divisions, each headed by a senior vice president. Each individual division is led by a vice president and organized into departments, typically with 20 to 50 people divided among five or so projects. Project managers oversee regular projects, and the vice president manages high-profile projects. Software developers at Danske Data typically have a bachelor’s degree in either an IT-related field or banking.
Danske Data develops software mainly for mainframe computers but also develops some applications for client/server environments, such as Internet banking. Danske Data mainframe applications run 24 hours a day and process a daily average of nine million transactions from about 11,000 workstations. The company’s mainframe installation is the largest in Northern Europe and is divided between two operation centers. Systems developed for this platform are based on an advanced event-oriented database principle, something that increases data processing flexibility. Security and reliability are the two main system requirements because data are mirrored in real time between the two operation centers in �rhus and Copenhagen. Modern methods for modeling data, functions, and workflow are used along with the all-important business model—information framework—which is crucial to getting stakeholders from the user organization involved in the development process.
In May 1997, Danske Data conducted its first assessment of software process maturity. It used both the Capability Maturity Model (CMM) and Bootstrap assessment approaches, which showed the company to be right between level 1 and 2 (1.5 using the Bootstrap scale). Danske Data was again assessed in October 1999 and was at that point at level 2.0.
Ericsson DenmarkThe Ericsson Corporation is one of the world’s largest suppliers of telecom equipment. During the past 20 years, the company has gradually transitioned from hardware-only products to embedded software products and pure software products. Ericsson’s major product areas are fixed and wireless switching equipment, mobile phones, telecommunication management systems, PBX systems, transmission equipment, defense systems, and Internet solutions—all of which rely heavily on software. Ericsson Denmark has a mid-sized systems development division within the Ericsson Corporation and employs approximately 500 people working in five product groups.
In early 1996, Ericsson Corporation changed its organizational structure from a line to a matrix organization. In the period following—from 1996 to 1998—Ericsson Denmark’s staff increased from 250 to 400, and each of its product groups reported to corresponding business units located in other countries. Both the Ericsson Corporation and Ericsson Denmark have a long history of improving software development. In 1992, the company took the first steps to set up a corporatewide SPI program, the Ericsson System Software Initiative (ESSI). From the beginning, ESSI was a strategic effort that ensured alignment, deployment, and follow-up on corporate SPI goals. ESSI’s first intervention was in Ericsson’s largest and most complex software development area, the telephone exchange software group. An aggressive goal was defined to reduce fault density in telephone exchange software products by 50% annually.
Another important ESSI initiative focused on CMM as a long-term strategy for improving software development performance. The initiative was supported by the creation of an international corps of trained CMM assessors tasked with determining the level of software process maturity throughout the company. At the end of 1996, the ESSI program had been operational worldwide for a couple of years, and most of the company’s international software development sites had shown good progress toward reaching the corporate fault density goals.
Ericsson Denmark was assessed at level 1 in 1995 and at level 2 in June 1998. In between the two assessments, the division underwent both Light Assessments and UltraLight Assessments.
Systematic Software EngineeringSystematic, founded in 1985, produces and integrates software for complex information and communications systems. Systematic’s international customers include military institutions and suppliers as well as data communication, transportation, and manufacturing companies and organizations in the finance and health care sectors. As a systems integrator, Systematic has established a core competency in the management and implementation of complex software projects that require high reliability and secure communications 24 hours a day. Systematic is recognized by its customers for the timely delivery of quality, cost-effective products.
In 1996, Systematic employed 137 people. Of these employees, 105 were software engineers and 32 worked in finance, administration, internal IT, quality assurance, canteen, and cleaning. By 1999, the number of employees had grown to 155. At Systematic, all software development takes place in project teams, led by a project manager. Most managers started with the company as software engineers and were later trained internally for management responsibilities. In 1998-99, project teams ranged in size from 2 to 18 members and projects lasted from two months to three years. Typically, project members were not rotated out; they stayed with the project from the analysis phase through requirements specification, design, programming, test, documentation, installation, and user training. This practice reflects the company’s belief that such consistency ensures maximum commitment and development of staff competence.
Despite the small number of graduates in computer science and systems engineering in Denmark, two-thirds of Systematic’s employees hold master’s or doctoral degrees. To facilitate high flexibility and preparedness for change, the company recruits highly educated people with knowledge of state-of-the-art technologies. One of the main reasons Systematic undertook SPI was to help meet its goal of becoming an internationally recognized software supplier and systems integrator in communications and interoperability between defense units, and in electronic commerce and data interchange between enterprises. In 1992, Systematic’s quality assurance system was certified in accordance with ISO 9001 and the military standards AQAP 110 and 150. The ISO 9001 certified quality management system is the basis of numerous elements in Systematic’s quality assurance procedures.
In 1997, Systematic conducted its first software process maturity assessment using both the CMM and Bootstrap approaches and was rated to be just under Bootstrap 2. In 1998 and 1999, the company conducted additional Bootstrap assessments, and in 1999 the company was assessed to be at level 2.5 (using the Bootstrap maturity scale).
THE STRUCTURE OF THE BOOKThe book is divided into five parts. Part I consists of Chapters 1 and 2 and introduces the major learning points of our three-year collaborative project. In this first part, we present an overview—a map—of the theories and models that inspired us and formed the basis of our practice in the projects. Part II, Learning from Experience, is divided into four chapters. Each of these chapters characterizes the SPI experience of one of the four collaborating companies and is named accordingly. For example, Chapter 3, The Correct Effort, describes how Ericsson Denmark attempted first to follow standard advice, only to discover that adherence to general prescriptions did not bring the desired results. Thus, it had to deviate, ultimately producing a truly “correct” effort through innovation and adaptation to its particular circumstances.
Part III, Initiating Learning, focuses on how to structure learning conditions and initiate learning in SPI initiatives. We discuss maturity level assessments as an important mechanism for learning. We have used a broad range of assessment methods. Some were inspired by formalized approaches, such as CMM or Bootstrap (discussed in Chapters 7 and 10), whereas others were invented in project groups (Chapters 8 and 9). Finally, Chapter 11 discusses how to select an appropriate assessment strategy. Part IV, Organizing for Learning, goes beyond assessments and takes a more reflective look at SPI: In Chapter 12, we reflect on knowledge transfer; in Chapter 13, we discuss customer maturity; and in Chapter 14 we focus on organizational learning in the SPI context.
Part V examines interesting details in different techniques for SPI. Chapter 15 presents a framework for implementing SPI programs, and the remaining chapters offer detailed discussions of how to carry out risk assessments (Chapter 16), how to implement a metrics program (Chapter 17), and how to improve requirements specification (Chapter 18).
This book is based on a truly collaborative effort. The team of engineers and scientists that have authored the chapters is listed at the very end of this book. Three of the authors—Lars Mathiassen, Jan Pries-Heje, and Ojelanki Ngwenyama—have edited this book assisted by Keri Schreiner who has interacted closely with the authors to help them write for practitioners. Finally, the staff at Addison-Wesley has provided valuable support in designing and producing the book.
0201758202P10102001
Most helpful customer reviews
2 of 2 people found the following review helpful.
Decent introduction to the concepts
By Eric P. Medlock
This book is a decent introduction to the concepts involved in Software Organization Process improvement but not enough to take you all the way. You'll need additional resources.
9 of 9 people found the following review helpful.
Finally - a practical roadmap to SPI
By Linda Zarate
This book departs from all others that I have read on SPI by tossing the theory and giving, instead, a practical roadmap for implementing SPI.
The theme is learning, and it is manifested on a number of levels in this book, foremost of which is that fact that the information provided is based on real life experience in four companies. The book is divided into the following five sections:
I. LEARNING TO IMPROVE (covers learning SPI in practice and mapping SPI ideas and practices).
II. LEARNING FROM EXPERIENCE (discusses the correct way to approach SPI based on documented experience and studies of successful implementation, and approaches that do not work - sort of like anti-patterns).
III. INITIATING LEARNING (learning From assessments, how to use problem reports to improve products, and a framwork for selecting an assessment strategy).
IV. ORGANIZING FOR LEARNING (strategies for organizational learning in SPI).
V. TECHNIQUES FOR LEARNING TO IMPROVE (framework for implementing SPI, managing risk during SPI implementation, metrics implementation principles and better requirements.
Among the things I like most are: (1) The recognition that learning is the key to SPI. This is an insight that is sometimes lost, especially when too many organizations focus on tools, passing an assessment and other issues instead of the reason for SPI in the first place. (2) Lessons learned from four major companies. Value: Shows (a) it can be done, (b) it's not easy, and (c) mistakes to avoid. (3) No hype. There is no preaching, glowing promises or the like here.
If your organization is pursuing SPI or is already engaged in it, this book will save you considerable aggravation, show common pitfalls to avoid, and focus you on the essence of SPI.
See all 2 customer reviews...
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