关于过程改进框架及其关键因素的探讨

文章在介绍能力成熟度模型(CMM)的产生背景和世界各国CMM评估情况的基础上,根据对CMM研究的体会与实践的经验,提出了以集成的能力成熟度模型(CMMI)为基础、以个体软件过程(PSP)和群组软件过程(TSP)为支持的过程改进框架,并提出了实现过程改进的五个关键因素。这个框架和这些关键因素可以作为组织实现过程改进的一般指南。     

基于CMM的软件过程改进实践

CMM是一种软件生产过程标准和软件企业成熟度评估标准,该标准侧重于软件开发过程的管理及工程能力的提高与评估。基于CMM理论在软件过程改进中的应用,针对软件开发过程中存在的问题,采用CMM2级项目级实践,实现4个关键过程域：需求管理、软件项目计划、软件项目跟踪和监督、软件质量保证,制定出符合项目需求和管理的规范与过程,将CMM理论应用于软件开发过程中,对项目各个环节的工作进行改进,取得良好的过程改进效果,并从中总结基于CMM模型进行过程改进的经验。     

软件过程改进框架

在软件开发过程中,软件工程师以及软件组织不可避免地会遇到各种困难,尤其是软件组织在实施能力成熟度模型(CMM)过程中面对的各种挑战.根据对CMM研究的体会与实践经验,提出了以集成的能力成熟度模型(CMMI)为基础,以个体软件过程和群组软件过程为支持的软件过程改进框架.     

基于CMM的软件配置管理模型CSCM研究

软件能力成熟度模型（CMM）是一种对软件组织开发能力的评估模型1,可以指导开发组织如何进行软件过程改进,从而提高软件组织的开发效率和软件产品的质量。软件质量保障是一个复杂的问题,软件配置管理是软件质量保证的基础3,7,其目的就是在软件生命周期的整个过程中建立并维护软件产品的完整性,从而可以有效地控制软件质量。     

面向小型软件企业/小型软件项目的CMM应用研究*

通过对广东省韶关地区小型软件企业的调查和笔者参与的一个小型企业软件过程改进项目,提出了一个适合于小型软件企业和小型软件项目的CMM可重复级裁减模型,并给出了实施方案框架,对CMM在我国小型软件企业和小型软件项目的应用具有借鉴意义.     

Empirical Measurement of the Effects of Cultural Diversity on Software Quality Management

The difficulties of achieving social acceptance for Software Quality Management systems have been underestimated in the past, and they will be exacerbated in the future by the globalization of the software market and the increasing use of cross-cultural development teams within multinational companies. Management that can take account of the cultural context of their endeavours will improve understanding, minimize risk and ensure a higher degree of success in improvement programs within the software industry.This paper addresses cross-cultural issues in Software Quality Management. Qualitative and quantitative research was carried out in five European countries by using a postal questionnaire. Empirical measures of organizational culture, national culture and their interdependence, are presented together with interim instruments developed for the purpose of classifying organizations. Verification of the statistical results from the survey was carried out by triangulation, which included qualitative research methods in the form of interviews and observation. Cultural factors, which may have bearing on successful adoption and implementation of Software Quality Management were identified, and an assessment model, has been developed for use by organizations developing software in different parts of the world. The intention is that the recommendations following from the assessment will lead to greater cultural awareness in addressing quality, and will provide stimulus for improvement. The model's aims is to predict to what degree there is a fit between the organizational and the national culture, and to give recommendations and guidelines for software process improvement.     

A Process for Managing Risks in Distributed Teams

Distributed software projects represent particular risks that need careful managerial attention. The authors present a process for managing the risks that apply to distributed team structures. The process is based on the current literature on distributed team risks. It offers resolution techniques addressing these risks and guidelines for applying the techniques. Following CMMI's generic approach to risk management, the process describes steps that are readily understood and implemented. An illustration of the process is based on a large-scale, strategic software project with multiple subprojects that cross organizational and national boundaries. The authors include suggestions for tailoring the process to a particular project or organization.     

基于CMM、PSP、TSP的软件开发模型

在软件开发中软件工程师个人及软件组织不可避免地会遇到各种困难,尤其是软件组织在实施CMM中面对的各种挑战。CMM用于提高整个软件组织的能力成熟度,PSP和TSP分别用于改进软件工程师个人的工作风格和提高小组的软件开发质量和效率。三者的有效结合将进一步提高软件产品的质量和生产率以及软件组织的能力成熟度。该文提出一种将三者及软件体系结构等其他技术结合起来的软件开发模型。     

Do organizational citizenship behaviors lead to information system success?: Testing the mediation effects of integration climate and project management

We adapted a model in organizational theory to determine whether organizational citizenship behaviors (OCBs) of system implementation teams influenced that organization's integration climate and improved their project management, resulting in successful system implementation. Surveys were elicited from 254 system users in various business organizations that had implemented large-scale IS in the previous year; the analysis of their responses provided support for our model, suggesting that the OCB of the implementation team created a higher level of integration climate and more effective project management, and that these in turn influenced information system success. Implications for researchers and managers are discussed and limitations are identified.     

软件需求变更管理的系统动力学仿真建模

软件需求变更频繁发生,给软件项目造成了诸多威胁.能否对需求变更进行有效的控制管理,决定着软件的成败.使用系统动力学方法对软件需求变更管理过程进行仿真建模,可以动态地分析并预测需求变更产生的原因以及变更对软件项目造成的影响;对软件需求变更管理过程改进进行系统动力学仿真,亦可以辅助软件项目组织选择合适的过程改进策略.因此,基于系统动力学方法,参考了敏捷过程进行开源软件需求变更管理过程的建模和模型检测.以Spring Framework项目为研究案例,进行该项目3.2.x分支的软件需求变更管理过程的系统动力学仿真分析,并对需求变更管理进行过程改进仿真.通过对过程改进的仿真结果进行比对,说明各改进策略均降低了基线数据的软件缺陷率,提高了软件质量.根据软件项目的成本和进度要求,给出了过程改进建议.     

How to get mature global virtual teams: a framework to improve team process management in distributed software teams

Managing global software development teams is not an easy task because of the additional problems and complexities that have to be taken into account. This paper defines VTManager, a methodology that provides a set of efficient practices for global virtual team management in software development projects. These practices integrate software development techniques in global environments with others such as explicit practices for global virtual team management, definition of skills and abilities needed to work in these teams, availability of collaborative work environments and shared knowledge management practices. The results obtained and the lessons learned from implementing VTManager in a pilot project to develop software tools for collaborative work in rural environments are also presented. This project was carried out by geographically distributed teams involving people from seven countries with a high level of virtualness.     

CMM在软件外包项目开发中的应用研究

介绍了CMM在软件外包项目管理中的应用价值,论述了软件外包的特点及其在开发过程中由于管理不当造成的项目的高风险;并根据CMM在需求管理、软件规划、质量管理、项目追踪、配置管理等开发过程的管理思想,设计了基于WEB的人事管理软件,并给出了一种具有工程实用价值的操作方法。     

基于CMM的软件开发过程研究*

通过建立一致的、标准的软件开发过程,软件开发组织可以提高对软件项目开发的控制性和预见性,并可提高其开发效率。CMM通过实践证明可以有效提高软件开发组织的生产能力和产品质量,它强调角色的划分,按角色分配任务。同时,它的过程划分是基于改进的V瀑布模型,突出软件测试的重要性。     

软件过程改进中项目计划与跟踪的实例研究

项目的计划与跟踪是软件过程管理与改进活动中应该首先着手的方面。成熟的软件开发组织能够通过有效的软件项目计划与跟踪实现对项目的策划与监控。文章立足小组软件过程,以实际项目为背景,着重介绍了以项目计划和跟踪为主的软件过程改进实施活动。在此基础上,分析了相关项目的计划与跟踪数据,研究总结了实施中遇到的问题和经验,并提出了进一步完善的措施及相关支持工具的研制。     

基于CMM的软件测试过程管理

针对软件测试项目特点,详细分析了软件测试过程的4个阶段,说明了各阶段应完成的主要任务和实施步骤,并结合CMM方法,提出了基于CMM的软件测试过程管理方法.阐述了该方法中软件测试需求管理、项目策划、项目监督与控制、质量保证和配置管理的内容和要求,实现了软件测试过程的规范管理,提高了测试过程的管理水平,保证了软件测试的质量与效率.     

Negotiated learning contracts in team projects

The successful evolution of a negotiated learning practice in software engineering team projects is described. The background to negotiated learning practices is reviewed and it is noted that a concern for process issues might be related to software quality management concerns. Negotiated learning was used to develop learning autonomy and to encourage process improvement. The integration of learning contracts and existing software engineering quality management techniques has produced an approach which has enabled teams of students to effectively define and reflect on systems development and learning processes. Individual assessment was enhanced by including processes for the visibility and traceability of contributions in the negotiation process. The gradual evolution of the practice is described with some detail of the current context provided. Evaluations have indicated that teams can become more actively engaged in learning and develop reflective skills in a structured manner by exploiting mechanisms for negotiation.     

Influences on regression testing strategies in agile software development environments

Regression testing is a well-established practice in software development, but in recent years it has seen a change of status and emphasis with the increasing popularity of agile methods, which stress the central role of regression testing in maintaining software quality. The objectives of this article are to investigate regression testing strategies in agile development teams and identify the factors that can influence the adoption and implementation of this practice. We have used a mixed methods approach to our research, beginning with an analysis of the literature to identify research themes related to the adoption of regression testing techniques under agile methodologies, from which we developed an analytical framework for the study. This was followed by three exploratory case studies that we used to exercise the main elements of the framework, develop some key themes of interest, and devise a questionnaire for the final stage of the study, an on-line survey to explore the main issues identified in the case studies across different contexts. Within our specific sample, our results suggest that organizational maturity is a key factor in effective regression testing practices and that the adoption of such practices is helped by a coherent testing philosophy and change management processes. We also found that the return on investment in automated regression testing was positive for our respondents and that adopting these practices in the context of agile methods had been a relatively painless process for the organizations in our survey. We conclude that investing in regression testing tools and processes is likely to be beneficial for organizations. However, further work is needed in assessing how organizational culture impacts on the quality process and the financial outcomes for commercial software development organizations.     

SPI patterns: learning from experience

Thousands of organizations have been improving their software process maturity level since the Capability Maturity Model (CMM) appeared in 1991. Organizations have improved project management, automated configuration management, and introduced reuse practices. Some of them succeeded; others failed. If we could extract lessons for the software community from these experiences, organizations could avoid repeating mistakes. Publications such as the `Process Maturity Profile of the Software Community' show organizational trends assessed against the SW-CMM, They provide information about the organizations' state and the time spent moving from one level to the other, but say nothing about the different ways used to reach that state. Unfortunately, such information is embedded in experiences that are not public. However, initiatives such as the European Systems and Software Initiative facilitate some of these experiences. The European Commission has been funding around 400 process improvement experiments (PIEs) through ESSI since 1993. More than 250 are public and available through Vasie, a repository that can be accessed through the Internet. Many researchers have analyzed this repository (and the ESSI) many times, but none have focused on identifying patterns of solutions for specific problems or patterns for pursuing concrete business goals, or on determining that pattern's relative success of such patterns. Many disciplines have identified patterns by the analysis of past experiences, and we believe this approach is also valid for software process improvement     

Software stories: three cultural perspectives on the organizational practices of software development

Postindustrial organizations have come to depend upon the steady production and modification of software products to meet their competitive needs. This study reports insights into software development practices that were revealed through a cultural interpretation of organizational stories told by members of SWC, a company engaged in software development. Through interviews with 38 members of SWC, 83 stories were extracted and analyzed to identify their main themes. By grouping these content themes, we produced nine broader cultural themes that represented the organization's cultural context. Two management practices applied in SWC—development team organization and outsourcing—were subjected to an analysis in which cultural themes were interpreted from each of three perspectives proposed by Martin, J. [(1992) Cultures in Organisations; Three Perspectives. New York: Oxford University Press]: integration, differentiation, and fragmentation.The interpretation provides a rich reading of SWC's cultural context. Despite management attempts to develop a unified culture based on collaboration and communication among development groups, the team approach to software development was problematic. Imposing teamwork upon groups that manifested distinct subcultural differences disturbed the work life of group members, and the change was only partially successful. SWC's management also sought survival and tighter strategic focus through an outsourcing arrangement. However, our interpretation identified significant difficulties created by the partnership between two organizations with very different cultures. The presence of the outsourcing partner also brought greater uncertainty and ambiguity because work priorities and practices were subject to constant renegotiation. Members from both organizations dealt with contradictions between their previous norms, values and work practices and those required by the new relationship.Overall, our analysis demonstrates the importance of understanding the cultural foundation of management practices used in software development. These practices evoke interpretations from members of a culture, who collectively redefine what might have been intended. A cultural analysis may prepare management to move more gradually or to introduce special approaches to managing change.     

Working Together Apart? Building a Knowledge‐Sharing Culture for Global Virtual Teams

A new impetus for greater knowledge‐sharing among team members needs to be emphasized due to the emergence of a significant new form of working known as ‘global virtual teams’. As information and communication technologies permeate every aspect of organizational life and impact the way teams communicate, work and structure relationships, global virtual teams require innovative communication and learning capabilities for different team members to effectively work together across cultural, organizational and geographical boundaries. Whereas information technology‐facilitated communication processes rely on technologically advanced systems to succeed, the ability to create a knowledge‐sharing culture within a global virtual team rests on the existence (and maintenance) of intra‐team respect, mutual trust, reciprocity and positive individual and group relationships. Thus, some of the inherent questions we address in our paper are: (1) what are the cross‐cultural challenges faced by global virtual teams?; (2) how do organizations develop a knowledge sharing culture to promote effective organizational learning among culturally‐diverse team members? and; (3) what are some of the practices that can help maximize the performance of global virtual teams? We conclude by examining ways that global virtual teams can be more effectively managed in order to reach their potential in this new interconnected world and put forward suggestions for further research.