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SPI Framework:
4)Installation/Migration
Installation is the first point at which a software organization feels the effects of changes
implemented as a consequence of the SPI road map. In some cases, an entirely new process is
recommended for an organization.
In other cases, changes associated with SPI are relatively minor, representing small, but
meaningful modifications to an existing process model. Such changes are often referred to as
process migration
Installation and Migration are software process redesign (SPR) activities:
SPR is concerned with identification, application, and refinement of new ways to dramatically
improve and transform software processes.
In general, the following categories [Sta97b] can be identified for SPI risk factors:
1.
2.
3.
4.
5.
6.
7.
8.
9.
process stakeholders
schedule for SPI development
SPI development environment and process
SPI project management and SPI staff
In CMMI models with a staged representation, there are five maturity levels designated by the
numbers 1 through 5
Level 0:
Incomplete - the process area is either not performed or does not achieve all goals
Level 1:
Performed - All of the specific goals of the process area have been satisfied
Level 2:
Managed- All capability level 1 criteria have been satisfied, additionally, all
work associated with the process area conforms to an organizationally defined
policy
Level 3:
Defined- All capability level 2 criteria have been satisfied, additionally, the
process is tailored from the organization's set of standard processes according to
the guidelines
Level 4:
Level 5:
Optimizing - All capability level 4 criteria have been satisfied, additionally, the
process area is adapted and optimized using quantitative/ statistical means to meet
changing customer needs
Focus
5
Optimizing
4
Quantitatively Managed
3
Defined
Quantitatively Managed
Process Standardization
Result
Highest Quality /
Lowest Risk
Organizational Process
Performance
Quantitative Project
Management
Higher Quality /
Lower Risk
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Organizational Process Focus
Organizational Process
Definition
Medium Quality /
Medium Risk
2
Managed
1
Initial
Organizational Training
Integrated Project Mgmt (with
IPPD extras)
Risk Management
Decision Analysis and
Resolution
Integrated Teaming (IPPD
only)
Org. Environment for
Integration (IPPD only)
Integrated Supplier
Management (SS only)
Requirements Management
Project Planning
Project
Monitoring
and
Control
Supplier
Agreement Low Quality /
High Risk
Management
Measurement and Analysis
Process and Product Quality
Assurance
Configuration Management
Lowest Quality /
Highest Risk
Level 5: Optimized
Level 4: Predictable
Level 3: Defined
Level 2: Managed
Level 1: Initial
where
benefits include the cost savings associated with higher product quality (fewer
defects), less rework, reduced effort associated with changes, and the income
that accrues from shorter time-to-market.
costs include both direct SPI costs (e.g., training, measurement) and indirect
costs associated with greater emphasis on quality control and change
management activities and more rigorous application of software engineering
methods (e.g., the creation of a design model).
Rather than an organizational focus (that can take years to complete successfully),
contemporary SPI efforts should focus on the project level
To achieve meaningful results (even at the project level) in a short time frame, complex
framework models may give way to simpler models.
Rather than dozens of key practices and hundreds of supplementary practices, an agile
SPI framework should emphasize only a few pivotal practices