SQM – Session 4

SEPG Sustaining Role

Sandip Roy
 SEPG Roles
• The continuing role of SEPG can be
divided into six categories:
– Establish Process Standards
– Maintain process Database
– Serve as focal point for technology insertion
– Provide key process education
– Provide project consultation
– Make periodic assessments and status
reports
 Establishing standards
• SEPG standard role involves following
tasks:
– The SEPG recommends the priorities for
developing standards
– The SEPG should insure that prior work on
the subject is reviewed
– The standards development team should
include available experts and users
– The final standard review and approval is the
most important step.
 Process Database
• The process database is the permanent
repository for the data gathered on the
software engineering process and the
resulting products.
• This data provides the reference for
improving estimating accuracy, analyzing
productivity, and assessing product quality.
 Process Database
• The types of information retained in the
Process Database include:
– Size, cost and schedule data.
– Product metrics.
– Process metrics.
 Technology Insertion Focal Point
• Technology support for any reasonably large
software engineering organization involves
seven activities:
– A process definition is needed to help identify the
software tasks that are both widely enough used and
sufficiently common to warrant automated support.
– A set of requirements is then developed for the
needed support.
– These requirements must be approved by users, the
people who handle installation and support, and
management.
Technology Insertion Focal Point
– A search is then made to identify commercially
available tools that meet these needs.
– An overall technology plan is developed that identifies
long-term technology needs and establishes a
strategy for addressing them. This includes an
architectural plan for support environment and a
phased introduction plan.
– A technology support group is established to handle
tool and environment installation, provide user
assistance, and be the interface to the tool suppliers
on problems and enhancements.
Technology Insertion Focal Point
– Education, training and consultation must be
provided before the tools and methods are
installed for general use.
 Education and Training
• SEPG should serve as the focal point for
process education. SEPG may initially have to
teach some subjects until qualified instructors
can be found or trained. Examples of courses
include:
– Design and code inspections
– Methods for making quantitative quality estimates and
plans
– Causal Analysis and Resolution
– Organizational innovation and deployment
 Process Consultation
• Key focus of SEPG is to improve the practice of
Software Engineering. The SEPG must be
helpful to the project by consulting on:
– The process data they should gather.
– The analyses and interpretation of data gathered.
– Tuning the standard process to unique project needs
– Serving as experienced inspection moderators
– New processes like OID, CAR, DAR of CMMI
– Advising on the priority areas for technology insertion.
 Process Status and Assessment
• SEPG is responsible for understanding the
current state of software practice and alerting
management to key problems. This include:
– Awareness of how completely each project’s
process is defined.
– Knowledge of how the process is
implemented
– Judgement on when an assessment would be
appropriate
– Leadership in conducting assessments
 Process Status and Assessment
• Quarterly Senior Management reviews provide an
overview of the state of the software process, a
summary of process improvement status and plans, and
priority items for management attention. The items
required to make such reviews effective include:
– Goals for process improvement
– A comparison of the actual process state to prior
plans
– The status of process improvement actions
– Identified problems and recommended corrective
actions
– Recommended responsibilities for handling these
actions.
 Establishing the SEPG
• The questions to address in setting up an
SEPG are:
– How big should the effort be?
– Where does the staff come from?
– Who should head it?
– Where should it report?
– What are tasks for initial focus?
– What are the key risks?
– How is its effectiveness evaluated?
 Risk situations for SEPG
• SEPG doesn’t have enough full-time capable
professionals to do competent work.
• The SEPG does not have sufficient
management support to convince the projects to
support the process improvement efforts
• The SEPG Manager is not able to obtain the
participation of the most knowledgeable software
professionals in the process improvement task
groups.
 Evaluating the SEPG
• Level 2: Does the SEPG have a plan for its work, a
tracking system, and means to retain and control its work
products?
• Level3: Have the SEPG professionals established a
basic framework, including standards, procedures, and a
review program?
• Level4: Does the SEPG measure the productivity and
quality of its own work? This include work load factors for
training, consultation, process development and
administration.
• Level5: Do they regularly assess their own activities for
improvement opportunities and incorporate them in their
working process?
Thank You