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   SITARA has been asked several pertinent questions and some of them find a place here. Questions posed to SITARA & SITARA's responses to them will be posted from time to time. If you want to submit a question, please use the Ask SITARA Form.


Added January 31, 2003 From SoCrates Software India Pvt. Ltd, 3rd Block, Koramangala

 QUESTION:  While preparing for Peer Review Training, I came across two things,

1) Informal Walkthrough
2) Structured Walkthrough

I am not very much clear the difference between these two. Could you please help me out on this.
 

ANSWER:  Informal Walkthrough: This is a reasonable mechanism to adopt during a preparation to conduct a formal or structured walkthrough or peer review. In such informal walkthrough's, the author and the moderator will do spot checks, look for obvious mistakes which can be categorized as 'oversight errors' to ensure that the work product is ready for a peer-review. Informal walkthrough's generally does not involve all the peer review team members and are used primarily to identify the 'obvious errors'. Informal walkthrough's can also be used for closing out all the identified issues from a structured peer-review which identifies a follow-up action plan. Here again, the author and moderator with one or two key peer-reviewers can informally establish that all the issues from a structured peer-review are closed to the satisfaction of fulfilling the 'critical-to-X' parameter where X is product quality (in the case of a peer-review). Informal walkthrough's can use brainstorming to identify potential alternative solutions which can help to improve the overall quality of the work product.

Structured Walkthrough is rigorous process based on a team of reviewers with assigned perspectives. Normally it is a team of about 5 to 7 people who will review the work product keeping their assigned perspective in focus - testing, quality, design, end-user or customer. These perspectives are normally assigned to individuals based on their experience and skill profiles to help in looking at the work product from all angles within the lifecycle to identify, isolate, minimize and eliminate the impact due to the error in the work product. Structured walkthrough's also have a pre-defined duration of about a maximum of 2 hours per session and are scheduled in such a manner as to look for potential sources of mistakes (which are not obvious). Purpose of a Structured walkthrough is to critique the existing work product without making recommendations of alternative solutions or better ways of doing the same thing. There is a formal closure of a structured walkthrough with feedback to the author on the status of the work product - accepted as is, conditionally accepted with a list of recommendations and an action plan or rejected. Which means, the author along with a closure action team will have to look at how best to implement the peer-review recommendations within an assigned time. If the work product does not call for a re-review, then Informal walkthrough may then be used to explore if all issues are closed.


Added January 31, 2003

 QUESTION:

We are implementing CMM Level 5 in our company. Abt Defect Prevention KPA, I request for clarification to my doubts. While finding the root causes for the defects, during causal analysis, to what depth we need to go? because, the root causes for certain common defects which I have come across are not really 'the root causes' for the defects.

 

Also, how ODC helps for Defect prevention activities? Please suggest some articles/books/sites for ODC.

ANSWER:  In your question to SITARA, you say that the causes you are encountering are not really 'root-causes'. Here is what I would think the reasons could be ...

Identification of root causes of defects in Defect Prevention has to actually grow on top of effective 'Peer Reviews'. My suggestion to you would be to actually come up with a peer review record giving a list of all the peer review defect/error exposures. You can then classify the errors into 'common cause' or 'special cause' based on whether the reasons for the error/defect was 'due to the process' or 'assignable to reasons outside the process'.

Common causes most definitely lend themselves to effective root-cause analysis because the problem is in the process. Whereas special causes are those where the error was due to assignable circumstances - which may or may not be repeatable. In other words, there is a greater possibility for 'false alarms' and 'non-reproducible' reasons surrounding special causes. You need to know whether a special cause error/defect is a 'false alarm' or not - using professional judgement. If it is not a 'false alarm' then figure out if it can be 'reproduced'. If it is not reproducible, then just ignore it!

It is only now that it is worth your while to address both common and special causes using 'root-cause analysis' by examining the potential reasons for why the error or defect occurred - 'provided you can minimize its impact in the future'. If you dont think you can minimize the impact (either as rework, modification or reject) due to a reported error, then treat it as a 'non-productive' error and stop the causal analysis.

Concepts behind ODC can definitely be applied depending upon how critical your application is. If your cost of poor quality and cost of quality measures are reasonable (less than 10% of total effort), then my suggestion is to leave ODC alone! Treat every change as a defect - since any modification requires rework and possibly results in waste when you calculate CoPQ and CoQ.


 

Added January 5, 2003 - Question from Samsung Software India Operations

 QUESTION:

 In QPM, we control the Project defined software process withing control limits (capability levels) and take corrective actions appropriately for the process metrics goals. We also derive the Organizational process capability and performance baselines.
 
 We understand that the quality of the software product (or work product) depends on the quality of the process.
 then why do we need SQM to define and control the product quality goals, as long as we are controling the processes used to produce the software product.
 
 My understanding is- We need to measure and control the product quality charecterstics (requirement of stated  customer / end
 user) specially if the the current capability / performance of the organization's / project's defined process MAY NOT be good enough to achieve the product quality requirements??..
 
 Will you please clarify...
 

ANSWER: The way to look at Level 4 KPAs of Software CMM is that QPM and SQM are two faces of the same coin. In SQM you establish process, product and service quality goals based on the 'critical to X' - where X is cost, quality, scope or time - project constraints. These goals will also have a significant influence from tailoring if the process is not the same organizational process. And QPM takes a calibrated look at the actual accomplishments.
 
In QPM you 'will have to' establish process capability baselines using SPC techniques. Therefore you will use some form of control limits based on process stability analysis to ascertain that you have insulated potential influences of 'special causes of variation'. However, the degree of impact from 'common causes' of process variation that are inherent in the intrinsic ability of the process will not be quite under control. The process capability baselines are for 'the tailored process' which results from using the practices of Integrated Software Management.
 
SQM involves establishing achievable and realisable product quality goals based on the organizational experience with ISM and SPE. One of the other important uses of SQM is to actually understand Cost of Poor Quality and reduce it. As to why do you need SQM and QPM: yes, quality of the process is positively corelated to the quality of the product. And, yes again, you will need to do something about your product quality if the current capability of the defined process is not good. What is critical to note is that there is a large contribution of 'individual abilities' to work with the process that dictates how well or how badly the process variations are controlled. To that degree QPM and SQM establish a foundation of practices that are necessary for 'effective Defect Prevention' at Level 5. Without these practices, estalishing a common basis to conduct studies on productivity improvements and cycle time reduction would also be very difficult.
 
In a nutshell: QPM and SQM enables reduction to 'cost of poor quality'. And today my understanding is that - Level 5 Key Process Areas has to enable reduction of 'cost of quality' while enabling better cycle time reduction and productivity improvement. That is the only objective way to understand the 'common causes' of variation are brought under statistical control.
 

 QUESTION:

My company is ISO certified and are currently planning to go in for CMM certification. when we talk of process improvement.....which helps in improve the quality of the eliverable, I heard people saying, for a level 5 reached company, it takes two days to change a line of code, which is just a matter of few seconds generally. Does CMM certification help in timely delivery? - what is your opinion about this statement?

ANSWER: Process like anything else sets the pitch for predictable delivery. That does not mean that it takes care of all the uncertainties of the "real world"! We will still have to deal with realistic responses to quixotic requests. 

Here is our point of view. If a level 5 company cannot deal with the vagaries of a Level 1 company; and does not know how to operate at a level of satisfaction that the customer wants/demands - it is a waste to have a process that is so very inflexible! Having said that, a true level 5 company can and will be able to meet customer expectations by adopting a suite of processes that are a true response to the situation that is being resolved. Process is most definitely not the ONLY solution that a company needs. There is no replacement to the "gray matter" and technical expertise in a company - that has to be a given; then process is a good tool to establish consistency in delivery.

Bottom Line: Having a process is like having the "fulcrum"; you still need the power to lift the load.


Added November 26, 2001 - Question from Sanskrut Software Systems   QUESTION: What are the prerequisites of any software company to achieve CMM Level 2 and 3?

ANSWER: The most important prerequisite is to institutionalize all the relevant key process areas at the target level of process maturity. In this case, at Level 2 or Level 3. For a level 2 maturity, the organization must institutionalize practices around the 6 KPAs comprising Requirements Management, Configuration Management, Software Quality Assurance, Software Subcontract Management, Software Project Planning, Software Project Tracking & Oversight.  For an organizational process maturity at Level 3, in addition to the above 6, the 7 Key Process Areas of Organizational Process Focus, Organizational Process Definition, Training Program, Software Product Engineering, Inter Group Coordination, Integrated Software Management and Peer Reviews needs to be institutionalized through appropriate practices. Then, there are assessment related prerequisites that an organization needs to fulfill. Example, The3-Day Introduction to CMM or an equivalent training must be imparted to the members of the assessment team besides the mandatory Assessment Team Training using a licensed assessment kit. For a legitimate CBA-IPI to result, it has to be led by an SEI authorized Lead Assessor. 


 

Added November 26, 2001 - Question from Sanskrut Software Systems    QUESTION: Is there any specific quantity requirement for minimum number of projects/customers/employees for CMM level 2 and 3?

ANSWER: The more the better! While there are no prescribed rules for a number, the most reasonable thing to expect on an assessment is to have at least 4-6 representative projects selected at random by the lead assessor. These projects must have the typical characteristics of the business. It must represent the business interests of an organization and at the same time have sufficient process and project assets to demonstrate the use of the organizational process and therefore an indirect measure of the process capability. At Level 3, the process maturity assessment engages the entire organization. Therefore, it is more than likely that at least 60-80% of the organization will be called forth to represent in interviews with the Assessment Team that is led by the Lead Assessor. The degree of coherence and the level of detail described by the practitioners of the organizational process determines the final outcome of the assessment.


 

Added November 26, 2001 - Question from Sanskrut Software Systems   QUESTION: What is the minimum timeframe for achieving Level 2? Same for Level 3?

ANSWER: Depending upon how prepared the organization is for change management, how geared the organizational process is for adapting best practices, and the level of proficiency of its process champions, Level 3 can result at a minimum of 12 months and at a maximum, may take forever! There are several other factors concerning sponsorship, mechanisms to train and the basic raw-material that forms the talent base of an organization that will also determine how quickly an organization can move up the value chain. It is very important to mention that, a level on the CMM scale is only an abbreviation to the detailed process infrastructure that has to be in place.


 

Added November 26, 2001 - Question from Sanskrut Software Systems   QUESTION: How many projects are required to be assessed for Level 2 and 3?

ANSWER: What is assessed is the process capability and therefore the organizational maturity. ALL projects must be following the process. At level 2 there is going to be a large variation on how well these practices are performed. At level 3, the variation on process adherence and internalizing the process culture is very negligible. Therefore, the question of how many projects are sampled by the lead assessor has a contextual basis to it and is based on sound engineering and professional judgment. 


 

Added November 26, 2001 - Question from Sanskrut Software Systems   QUESTION: What is the cost of assessment for Level 2? Same for Level 3?

ANSWER: SITARA's pricing does NOT depend upon the targeted maturity level. And, the pricing is very much dependent upon several factors such as single site or multi site assessments, prior experience of the organization on CBA-IPIs, additional training that might become necessary for the assessment team to have a credible assessment, the number of days of onsite and offsite activity for the lead assessor and so on. Therefore the pricing varies from case to case.


 

Added November 26, 2001 - Question from Sanskrut Software Systems   QUESTION: Is it advisable to go for CMM Level 3 directly or to first go for Level 2 and then to Level 3?

ANSWER: You can always target a Level 3 even before reaching a Level 2. And, in our opinion that is the wisest thing to do! However, the challenges at level 3 are quite steep and if the organization has no mechanisms at level 2 in place, shooting for Level 3 is a management risk that the sponsor needs to address. Shoot for the moon, if you miss you will be among the stars ... is not advisable in the case of software process improvement because, the entire program might lose its meaning and significance if the only thing that matters is a "level". Detailed questions have been put together by SITARA for the benefit of the sponsor and his team to pick the right approach. You may look at it here.

 


 

Added November 26, 2001 - Question from Sanskrut Software Systems   QUESTION: Can we get some case studies report for information?

ANSWER: The best possible source of this information is www.sei.cmu.edu



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