[采日] LifeLOG^1.0

SEI (Software Engineering Institute)가 제안하는 Process의 정의는 다음과 같다.

“The means by which people, procedures, methods, equipment, and tools are integrated to produce a desired end result.“

소프트웨어의 품질은 그 소프트웨어를 만들고 유지 보수하는데 사용된 Process(사람, 체계, 자원의 유기적인 결합)의 품질에 의해서 결정되며, CMM(Capacity-Maturity-Model)은 이의 성숙도를 다음의 다섯 단계로 구분하고 있다.

Level을 평가하는 핵심적인 사항을 아래와 같은 KPA(Key Process Area)로 정의하고 있으며, 소프트웨어 조직은 더 나은 Level의 KPA를 달성하기 위해 자원을 투자하면, 더 높은 품질의 산출물을 제출할 수 있다는 의견을 제시하고 있다.

Level 1 - Ad hoc (Chaotic)

Level1 Initial의 특징은 “Unpredictable & uncontrolled”이며, 이러한 조직에서 나타나는 전형적인 특징들은 아래와 같은 것들이다.

• 업무의 진행/결과에 대한 문서가 거의 존재하지 않거나, 존재하더라도 흩어진 개인에 의해 관리되며, 조직은 특별한 사람이나 프로젝트에 즉각적으로 반응하는 경향을 가지고 운영된다.
• 산출물의 품질이나 성능은 개인적인 경쟁이나, 소수의 특별한 사람이나 그룹의 노력에 의해 결정된다.
• 프로젝트의 계획/일정이 지켜지지 않는 경향이 자주 발행하며, 따라서 잘 예측되는 프로젝트를 기획하기가 어렵다.

Level1을 Level2로 향상시켜내는 것이 이러한 조직의 과제라고 할 수 있으며 핵심적인 내용은 위의 다이어그램에서 나타나듯이 “Project Management”에 중점이 놓인다. 세부적인 관리 사항으로는 아래와 같다.

• Software Project Planning

• Requirements management

• Software quality assurance

• Software configuration management

• Software project tracking and oversight

• Software subcontract management

Level 2 - Repeatable

It is characteristic of processes at this level that some processes are repeatable, possibly with consistent results.

Process discipline is unlikely to be rigorous, but where it exists it may help to ensure that existing processes are maintained during times of stress.

Organisational implications:
(a) Processes and their outputs could be visible to management at defined points, but results may not always be consistent. For example, for project/programme management processes, even though (say) some basic processes are established to track cost, schedule, and functionality, and if a degree of process discipline is in place to repeat earlier successes on projects with similar applications and scope, there could still be a significant risk of exceeding cost and time estimates.

Level 3 - Defined

It is characteristic of processes at this level that there are sets of defined and documented standard processes established and subject to some degree of improvement over time. These standard processes are in place (i.e., they are the AS-IS processes) and used to establish consistency of process performance across the organization.

Organisational implications:
(a) Process management starts to occur using defined documented processes, with mandatory process objectives, and ensures that these objectives are appropriately addressed.

Level 4 - Managed

It is characteristic of processes at this level that, using process metrics, management can effectively control the AS-IS process (e.g., for software development ). In particular, management can identify ways to adjust and adapt the process to particular projects without measurable losses of quality or deviations from specifications. Process Capability is established from this level.

Organisational implications:
(a) Quantitative quality goals tend to be set for process output - e.g., software or software maintenance.
(b) Using quantitative/statistical techniques, process performance is measured and monitored, and process performance is thus generally predictable and controllable.

Level 5 - Optimized

It is characteristic of processes at this level that the focus is on continually improving process performance through both incremental and innovative technological changes/improvements.

Organisational implications:
(a) Quantitative process-improvement objectives for the organization are established, continually revised to reflect changing business objectives, and used as criteria in managing process improvement. Thus, process improvements to address common causes of process variation and measurably improve the organization’s processes are identified, evaluated, and deployed.
(b) The effects of deployed process improvements are measured and evaluated against the quantitative process-improvement objectives.
(c) Both the defined processes and the organization’s set of standard processes are targets for measurable improvement activities.
(d) A critical distinction between maturity level 4 and maturity level 5 is the type of process variation addressed.
At maturity level 4, processes are concerned with addressing statistical special causes of process variation and providing statistical predictability of the results, and though processes may produce predictable results, the results may be insufficient to achieve the established objectives.
At maturity level 5, processes are concerned with addressing statistical common causes of process variation and changing the process (for example, shifting the mean of the process performance) to improve process performance. This would be done at the same time as maintaining the likelihood of achieving the established quantitative process-improvement objectives.

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Posted by Charley Lim