Transcript The Impact of ISO/IEC 12207, Software life cycle processes
The Impact of ISO/IEC 12207 on IT project management
ISO/IEC 12207, technology - Software life cycle processes Information Peter Voldner Peregrine Software Inc.
Toronto, Ontario
Tel: 416-526-3843
Introduction
Scope: Management of software development projects IT software projects have a poor success record YET ! The problems can be solved. Concepts from the ISO/IEC 12207 standard can help the software project manager achieve greater success © Peregrine Software Inc. July 4, 2001 2
Knowledge
PMBOK 2000 © Peregrine Software Inc. July 4, 2001
Software engineering
SWEBOK 2001 www.swebok.com
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SWEBOK - KAs
Professionalism and engineering economics SW requirements SW design SW construction SW testing SW maintenance SW Configuration management SW engineering management SW engineering tools and methods SW engineering process SW quality © Peregrine Software Inc. July 4, 2001 4
IT and software
Just about every modern product or service depends on software Software intensive products/services include: the Internet transportation of all kinds financial markets © Peregrine Software Inc. July 4, 2001 5
Software competence
Companies dependent on IT projects need to master the software technology to stay competitive Produce quality products that satisfies user needs Meet committed costs Meet the planned schedules 70 - 80 % of companies do not have a process able to support the demands of project control © Peregrine Software Inc. July 4, 2001 6
What is software engineering?
Software engineering is concerned with applying scientific principles and management skills to develop software-intensive systems and products for use by society within the constraints of: time: schedule money: budget technology: platform and domain quality: safety, security, reliability, . . .
business: profit, stability, growth ethics: serving society
Acknowledgments: Dr. R.E. Fairley
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Software Engineering - 2
Good software engineering practices Good PM practices for IT projects
Software engineering practices lead to more successful projects
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Why are software projects difficult ?
Invisible product Lack of physical constraints Inadequate systems engineering Changing requirements Co-ordination of intellect-intensive teams Insufficient technical staff Lack of project management skills © Peregrine Software Inc. July 4, 2001 9
Project Failure Reasons
Annual expenditures on software projects in the USA is $ 250B Successful - 16% ( $40B) Canceled - 31% ($ 80B)
Ref: Standish Group data
© Peregrine Software Inc. July 4, 2001 Over schedule & budget - 53 % ( $ 120B) 10
Major Issues
PLANNING: Software requirements - not clear Cost & schedule estimation - difficult Projects function - not planned CM, QA, computing facilities Planning viewed as “non-productive” CONTROL: poor methods for tracking progress poor indicators to measure productivity, quality © Peregrine Software Inc. July 4, 2001 11
Fred Brooks - quote
“ IN MANY WAYS, MANAGING A COMPUTER PROGRAMMING PROJECT IS LIKE MANAGING ANY OTHER UNDERTAKING - IN MORE WAYS THAN MOST PROGRAMMERS BELIEVE. BUT IN MANY OTHER WAYS IT IS DIFFERENT - IN MORE WAYS THAN MOST PROFESIONAL MANAGERS EXPECT ”
The Mythical Man-Month, Preface to the First Edition © Peregrine Software Inc. July 4, 2001 12
Software’s future -
A Quote
“ .. the demand for software has grown at such an explosive rate, it now far outweighs the resources we have to produce it. ….. desperately needed software is not being developed…….. “ “ An interaction of factors has caused this ‘software gap’: accelerated demand for software, increased complexity of systems, …. labor shortages, and lack of adequate science and technology to support robust development. “ President’s Information Technology Advisory Committee, ‘
Interim
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Recap …
Software remains a major cause of system failures Complexity is growing Keeping up with new techniques & procedures ?
Software engineering foundation
“ We know why projects fail, we know how to prevent their failure -- so why do they still fail ? “ Martin Cobb Treasury Board of Canada
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Two types of software projects
( ISO/IEC 12207)
Development
developing or modifying a software-intensive system to meet contractual requirements (satisfies user needs )
Acquisition
Contractually obtaining from a group ( supplier), a software-intensive system for use by another group (user) © Peregrine Software Inc. July 4, 2001 15
IT Project Management view
CUSTOMER ORGANIZATION ACQUIRING ORGANIZATION USER ORGANIZATION
12207 defined roles
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SUPPLIER ORGANIZATION
“performing “
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What is ISO/IEC 12207 ?
The major world-wide standard for software related processes • activities and tasks Tailored for any organization or project High level process architecture An ‘inventory’ of processes from which to choose
For the first time - a world-wide agreement on what activities make up a software project
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12207 Concepts
Process Architecture Modular: Handle all types of projects Cohesion: one process for one major function Responsibility: One process for one party 18 processes © Peregrine Software Inc. July 4, 2001 18
12207 processes [18]
MANAGEMENT INFRASTRUCTURE IMPROVEMENT TRAINING ACQUISITION SUPPLY DEVELOPMENT OPERATION MAINTENANCE JOINT REVIEW AUDIT V & V QUALITY ASSURANCE DOCUMENTATION CONFIGURATION MANAGAMENT PROBLEM RESOLUTION TAILORING ( SPECIAL
)
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References
Standards and books: ISO/IEC 12207:1995, Information Technology Software Life Cycle Processes IEEE Standard 1062, software acquisition Recommended practice for IEEE Std 1058, I management plans Standard for software project Software engineering project management, R. Thayer, IEEE Computer Society, 1997.
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Defining the project strategy
The first step is to choose/tailor a project life cycle by choosing the appropriate set of processes defined in ISO/IEC 12207 Waterfall, iterative, RAD, incremental © Peregrine Software Inc. July 4, 2001 21
Initiation - selecting a project LC
•Requirements •Organization policy & methods •Legal needs •Time PROCESS STANDARD
Tailoring
•
Project Life cycle
•Project Plan •Contract..
LIFE CYLE MODELS
Start Project
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A simple project - 12207 processes
Management
Requirements Design
Development
Code / Test Install /Acceptance
Operations Maintenance Configuration management, joint review verification
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Major Parties - Primary
Provides the product to the acquirer Acquires the product Defines and developed the product Maintains the software product
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The Acquisition Process
Defines the activities of the
acquirer,
the organization that acquirers a system, software product or software service 1. Initiation 2. RFP ( tender) preparation 3. Contract preparation and update 4. Supplier monitoring 5. Acceptance and completion © Peregrine Software Inc. July 4, 2001 25
Organizational processes
•
Management
•
Infrastructure
•
Improvement
•
Training
Employed by organization to establish and implement an underlying structure of .. Processes and personnel, and continuously improve the structure and processes
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Management process
“The purpose of the management process is to organize, monitor and control the initiation and performance of any processes or functions within the organization to achieve their goals and the business goals of the organization in an effective manner” ( TR 15504-2) Activities: Initiation and scope definition Planning Execution and control Review and evaluation Closure © Peregrine Software Inc. July 4, 2001 27
Infrastructure process
“The purpose of the infrastructure process is to maintain a stable and reliable infrastructure that is needed to support the performance of any other process. .. May include hardware, software, methods, tools, techniques, standards, facilities for development, operation, or maintenance.” ( TR 15504-2) Objectives: establish and maintain a well-defined software engineering environment (SEE)…..
tailor the SEE top the needs of the project... develop a SEE that supports project team members implement a defined and deployed strategy for reuse © Peregrine Software Inc. July 4, 2001 28
Management & Infrastructure process standards
IEEE Std 982.1 - Standard dictionary of measures to produce reliable software IEEE Std 1045 - Software productivity metrics IEEE Std 1058 - Software project management plans IEEE Std 1045 - Recommended practice for the adoption of CASE tools ISO/IEC 14102 - Guidelines for the evaluation and selection of CASE tools
Standards provide the details of what to do
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Supporting processes
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Documentation
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Configuration management
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Quality assurance
•
Problem resolution
•
Verification
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Validation
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Joint review
•
Audit
Employed by any Primary process or another supporting process:
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Quality Assurance (QA)
“The purpose of the quality assurance process is to provide assurance that work products and processes comply with their specified requirements and adhere to their established plan”.
TR 15504-2) Objectives: identify, plan and schedule QA activities identify quality standards, methods and tools identify resources and responsibilities establish and guarantee independence of those.. perform the QA activities apply organizational quality management systems © Peregrine Software Inc. July 4, 2001 31
Configuration Management
“The purpose of configuration management is to establish and maintain the integrity of the work products of a process or product”.
Objectives: identify, define and control all relevant items control modifications record and report status ensure completeness of items control storage handling , release and delivery © Peregrine Software Inc. July 4, 2001 32
Making a project a success
“There are NO Silver bullets “ Here are 11 of them !!!
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11 Silver bullets - Planning
1. Requirements engineering documented traceability 2. Task, cost and schedule determination based on requirements 3. Risk management, with problem tracking 4. Incremental development © Peregrine Software Inc. July 4, 2001 34
11 Silver bullets - control
5. Work packages with visible progress measurement - WBS, Work package specifications - Earned value tracking 6. Software metrics; - size, efforts, schedule, quality 7. Software configuration management 8. Software quality assurance and standards 9. Peer reviews ( walkthroughs and inspections) 10. Independent verification and validation 11. Software engineering assessments and capability evaluation © Peregrine Software Inc. July 4, 2001 35
Wounding the software project Werewolf
Implement the 11 techniques above rigorously on a software IT project - every chance for success © Peregrine Software Inc. July 4, 2001 36
Outlook for 2020
Range of team skills on software projects: Licensed Software Engineers Certified software practitioners Skilled software workers A stable Software Engineering Model A doubling of software workers to 400,000 in Canada ( 20M worldwide) … with an adequate level of competence © Peregrine Software Inc. July 4, 2001 37
Conclusions
12207 provides a reference point for all types of IT projects containing software It demands good PM practices A basis for establishing a mature process and successful A roadmap for process and project improvements © Peregrine Software Inc. July 4, 2001 38