SPI - Why Do It?
Views of Quality and the Quality Triangle
"Gaps" between views of Quality
Spending money to close the "gaps"
Closing "gaps" with Process Improvement
The Process Improvement Return on Investment (ROI)
Investing in Quality
Quality Assessment
Prevention of Poor Quality
Benefits
Reduced Rework and Repair Cost
Reduced Release and Warranty Cost
Improved QualitySPI and the Continuous Improvement Challenge
Continuous Improvement and the Plan-Do-Check-Act cycle
Software Development compared to Manufacturing
Identifying Software Process areas
Preparing for Continuous Improvement
Process Capability
Organisational Maturity
The Capability/Maturity Levels
Ad-hoc Level
Managed Level
Defined Level
Measured Level
Improving Level
Assessing initial process capability
Understanding SPI Roles
The Management Steering Group
The Software Engineering Process Group (SEPG)
Technical Working Groups
The "institution"
Applying the Plan-Do-Check-Act (PDCA) Cycle to SPI
The "planning" stage
The "doing" stage
The "checking" stage
Acting on results |
The Need for Process Assets
Policy, Procedures and Standards
Organisation Process
Document Templates
Tool Guidance
Tailoring Guidelines
Tools for manging Process Asset LibrariesTools that Support SPI
Process Modelling Tools
Project Management Tools
Configuration Management Tools
Requirements management
Source Code Control
Testing Tools
Test Case management
Defect Reporting and Tracking
Automated Test tools
Measurement Database
Getting Started with SPI
Initiating SPI
Defining SPI goals
Establishing the SEPG
Convening Technical Working Groups
Developing the SPI Plan
Identifying pilot projects
Achieving business goals vs. following a framework |