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WAMPS 2014 – 10° MPS Annual
Workshop
Campinas (Brazil), Dec 2 2014
Do we really re-use our knowledge (or not)?
Luigi BuglioneBuglione, Ph.D.
Process Improvement & Measurement Specialist
Industry & Services Business Unit
Engineering Ingegneria Informatica SpA
Associate Professor
Ecole de Technologie Superieure (ETS), Montréal
www.eng.it
Reusing Knowledge Goals of the presentation
1. Discuss the ‘lack of (knowledge) reuse’ in organizations
and its possible root-causes
2. Introduce the ROI/VOI ( ROK: Return on Knowledge)
setting up a Knowledge Management strategy
3. Suggest some best practices for achieving better
business results moving from a proper KM deployment
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www.eng.it
Engineering At a glance
www.eng.it
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ETS - GELOG At a glance
gelog.etsmtl.ca
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Agenda
 Introduction
 Tailoring & Customizing
 Maturity & Capability Models (MCMs)
 The LEGO (Living EnGineering prOcess) Approach
 (Some) conclusions & Next Steps for learning (more)
 Q & A
Reusing Knowledge
5
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IntroductionIntroduction
You have more potential
than you believe to do.
(Anonymous)
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Introduction Why do organizations fail?
URL: www.standishgroup.com
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Introduction Why do organizations fail?
1. Competency
2. Position
3. Motivation
4. Togetherness
5. Training
6. Mentoring
7. Chemistry
8. Toxic
9. Turnover
10. Hot Groups
10 Success points for Skilled Resources in Small Groups
URL: www.standishgroup.com
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Introduction Why do organizations fail?
URL: http://goo.gl/WCBe1w
URL: http://goo.gl/WCBe1w
1. Allowing to much complacency
2. Failing to create a powerful coalition
3. Underestimating the power of Vision
4. Under Communicating the Vision
5. Permitting Obstacles to Block the Vision
6. Failing to Create Short-Term Wins
7. Declaring Victory too soon
8. Neglecting to Anchor Changes Firmly
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Introduction A bit of humour…
URL:
www.dilbert.com
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Introduction Which could be the solution?
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Introduction ...in order to create....ValueValue! [ITIL v3 2011]
• Value ← Utility + Warranty
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Development (x-DEV) Enhancement (x-SVC)
Maintenance
Correction Enhancement
Corrective Preventive Adaptive Perfective
Project Scope
Introduction A ‘service’ is more than typically thought...
• Service  A means of delivering value to Customers by facilitating Outcomes
Customers want to achieve without the ownership of specific Costs and Risks.
• Project  A temporary organization, with people and other assets, that is
required to achieve an objective or other outcome. Each project has a lifecycle
that typically includes initiation, planning, execution, and closure. Projects are
usually managed using a formal methodology such as PRojects IN Controlled
Environments (PRINCE2) or the Project Management Body of Knowledge
(PMBOK).
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ITIL v3ITIL v3 – Service Lifecycle
Copyright©AXELOS2013
Introduction
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Questions FIRST, answers LATER!Where to start?
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Questions FIRST: The ‘5W+2H’ ruleWhere to start?
• The 2° H – a possible addition
 ‘How Much’  threshold(s) value(s)
 As in Control Charts (TQM), possibly two (2) thresholds:
 UCL (Upper Control Level)
 LCL (Lower Control Level)
 Threshold(s) should be periodically (re)evaluated from
MEB data
• Utility and applicability
 Same suggestion for a good (whatever) plan: Project,
Quality, Communication, Measurement, Improvement
plan…
 In such way it could be possible to check easily with a
structured manner what has/hasn’t included in a plan
• The original ‘5W+H’ journalist rule
 Typically a good paper should contain:
 Who, What, Why, When, Where, How
 Who: not well expressed now  RACI matrix for
describing who should collect, prepare, and analyze data
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Questions FIRST: Open vs Closed QuestionsWhere to start?
• Open-Ended Questions
 Explore possibilities,
feelings, reasons why,
freedom to answer, useful
for problem-solving
• Why…?
• How…?
• What do you think
about…?
• …
• Closed Questions 
Facts, quick, easy to
answer, useful at the end
of a conversation
• What…?
• How Many…?
• Did you agree…?
• When…?
• Who…?
• …
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Questions FIRST, answers LATER!Where to start?
Goal
Question
Metric
Implicit
models
Q3 Q4Q1 Q2
M1 M2 M3 M4 M5 M6 M7
Definition
Interpretation
• GQM (Goal-Question-Metric) [V.Basili,
1984]
• MIM (Measurement Information Model)
[ISO/IEC 15939:1999 (R2007)]
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Questions FIRST: RCA (Root-Cause Analysis)Where to start?
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How to Design? The ‘User Experience’
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How to Design? The ‘User Experience’ – Some bad experiences
No
customizability
No Trash
Bin...Shredder!
Few
customizability
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How to Design? The ‘User Experience’ – Some bad experiences
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How to Design? The ‘User Experience’ – Some bad experiences
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Tips from Svc Mgmt ITIL v3 2011 - Knowledge Mgmt (KMKM)
• SKMS – Service Knowledge Management
System
 It’s the logical summation of ALL the data,
information, knowledge available in an
organziation
 Quantitative + Qualitative data (experience,
lessons learned, ...)
 CMS but also a Risk Register
 ...
Copyright©www.cfnpeople.com
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Tips from Svc Mgmt ITIL v3 2011 - Knowledge Mgmt (KMKM)
• DIKW – Data/Information/Knowledge/Wisdom
 Four KM waves
 Verifying (DIKW): Data  Information  Knowledge  Wisdom
 Building (WKID): Wisdom  Knowledge  Information  Data
 ‘5W’s+H’ rule (who, what, when, where, how, why)
 Two dimensions: Context; Understanding
Copyright©AXELOS2013
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• Requirements  WHY, WHAT’s (e.g. EAM analysis)
• Stakeholders  WHO
• Communication  HOW, HOW MUCH
• Measurement  HOW MUCH
• Reuse  WHAT, HOW
• Benchmarking  WHAT, HOW
• Scope Management  WHERE
• ...
An initail list with questions typesWhich main issues?
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Which main issues? Manage Requirements, that’s the issue!
NFR
(prod)
FUR
(prod)
Other
(prj)
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Which requirements?Which main issues?
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Is Communication an issue?
• Communication issues
 Partly addressed, even if fundamental
− E.g. CMMI-x GP2.7 on stakeholders’
involvement
 Heavily documented and discussed
how communication pitfalls represent a
major problem which may make a
process improvement initiative
unsuccessful
Which main issues?
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Is Communication an issue?
• Social Media
 How do you communicate?
 Which Social Media are you using? How?
 Are you overloaded or not?
 Are they taking you the right time? Or
not?
 How many interruption during the day
typically are you doing while working?
 …how (real) hour are you working per
day?
Which main issues?
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Is Communication an issue?
• Interruptions and Social Media
Which main issues?
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Requirements: FUR vs NFRWhich main issues?
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What is a NFR? ISO/IEC 25010:2011Which main issues?
• Evolution of ISO/IEC 9126-x series, good starting point for depicting a correct scope
• Valid also for services, not only products – see how much do they fit!
• Good checklist for not loosing/miss requirements from early stages when estimating
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Quality Function Deployment
(QFD)
Manage Requirements, that’s an issue!
URL: www.webducate.net/qfd/qfd.html
• Technique proposed by Dr Yoji Akao in
1966
• Combine the ‘Voice of Customer’ (VoC)
with Technical Requirements
• Help in prioritizing requirements
• Allow to do competitive benchmarks before
producing a product/service
• Focus on the ‘internal’ knowledge of a
provider, able to hear the other
‘stakeholders’
Which main issues?
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Benchmarking: ‘Apples vs Oranges’Which main issues?
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Some common forms for Reuse...Which main issues?
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...Reuse, also in Estimation...
• Source: PMI’s PMBOK 4, Chapter 6.3 • Source: www.dilbert.com
Which main issues?
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Some (important) questions on Reuse...
Which definition of reuse do you appy?
Is it yours a functional or technical reuse?
Have you a Reuse repository? Are you planning to
have a QIP-like experience?
How much are you mature about Reuse practices?
Which main issues?
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Measurement or Knowledge: where’s the issue?Three steps back...
You cannotYou cannot controlcontrol what youwhat you
cannotcannot measuremeasure but...but...
You cannotYou cannot measuremeasure what youwhat you
cannotcannot definedefine but...but...
You cannotYou cannot definedefine what youwhat you
don’tdon’t knowknow......
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What is aWhat is a LOCLOC??
 Physical or Logical?Physical or Logical?
 With/withoutWith/without
comments?comments?
Which variabilityWhich variability
(abs, %) in(abs, %) in
estimations?estimations?
A simple example about missing definitions...Three steps back...
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Source:: Buglione L., Ebert C., Estimation, Encyclopedia of Software Engineering, Taylor & Francis Publisher, June 2012, ISBN: 978-1-4200-5977-9
E – Entity (software) product (software) product (software) product
A – Attribute Source code length Functionalities Complexity
M - Measure LOC – Lines of Code Function Point V(G) – McCabe compl.
E – Entity People People People
A – Attribute Height Weight Intelligence
M - Measure Cm / m / … Kg / lbs / … QI / …
EAM taxonomyWhat to Measure?
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Inputs ProductsProcess
Project
Organization/ BU
Measurement
fsufsu – Functional
Size Unit (FURFUR)
Fonte::L.Buglione&A.Abran, ICEBERG:adifferentlookatSoftwareProjectManagement, IWSM2002 in"Software
MeasurementandEstimation",Proceedingsofthe12thInternationalWorkshoponSoftwareMeasurement
(IWSM2002),October7-9,2002,Magdeburg(Germany),ShakerVerlag, ISBN3-8322-0765-1,pp.153-167
STAR – Software Taxonomy RevisedWhat to Measure?
nfsunfsu – Non-
Functional Size
Unit (NFRNFR)
Other
deliverables
Requirements
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Q: which control level (granularity) has your project?
(a) (b)
or
Requirements and Granularity LevelReq. Management
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Requirements and StakeholdersReq. Management
• Source:
www.projectcartoon.com
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Investors
Employees
&
Managers
Customers
Suppliers &
Business
Partners
Local
Communities
Competitors
Trade
Associations
Media &
Academic
Commenters
Labour
Unions
Civil Society
Orgs /
NGOs
Government/
Regulators
Typical
Primary
Stakeholders
Typical
Secondary
Stakeholder
Consulting
Organization
SourceSource:: SRA, The Stakeholder Engagement Manual, 2005, URL:http://goo.gl/twKpMw
Requirements and StakeholdersReq. Management
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Stakeholders ManagementReq. Management
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PMBOK 5 (2013)Stakeholders’ Mgmt
• Source: PMI’s PMBOK 5 (2013)
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A: ...in ICT – moreover than certifications on FSM –
methods there are also specific paths (e.g.
NorthernSCOPE, SouthernSCOPE, ECQA Scope Mgr
, ...), to stress how relevant the topic is
A: ... How to plan an activity if it’s not clear the
‘action space’?
A: ...both PMI’s PMBOK than FSM methods ask to
define the scope as a preliminary and needed action
to deploy any further activity...What is in or out?
Define the ScopeScope Management
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PMBOK 5 (2013)Scope Management
• Source: PMI’s PMBOK 5 (2013)
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CostCosttottot
EffEfftottotURUR
FPFP m/d(f-prod)
SPSP m/d(nf-prod)
FURFUR
NFRNFR
m/d(org-prj)
prod
prod
prj
A
B
CQ  T  C
(p)
(ED)
Q  T  C
(p)
(ED)
Q  T  C
(p)
(ED)
OtherOther
XYZXYZ
URL:: IFPUG MetricViews, Vol 6, No.2, Aug 2012 –. http://goo.gl/hgrJt
The ‘ABC’ Schema (2012)Scope Management
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 FSM methods (IFPUG, COSMIC, ...)
 IFPUG SNAP
 ISO/IEC 25010:2011 (ex
9126-x)
 ...
 ISBSG D&E r12+
 Stakeholder Engagement
 WBS / Gantt model(s) -- tasks by nature
The ‘ABC’ Schema – A ‘cookbook’ view
URL:: IFPUG MetricViews, Vol 6, No.2, Aug 2012 –. http://goo.gl/hgrJt
Scope Management
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Tailoring & CustomizingTailoring & Customizing
Great minds discuss ideas
Average minds discuss events
Small minds discuss people
(Eleanor Roosvelt)
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Some initial question...Tailoring-Customizing
Q: Do you prefer to start from scratch (create)
or by something similar and modify later
(customize)? Why?
Q: What do you need to do that?
Q: How much time do you spend per week for
updating your skills, knowledge and
capabilities?
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The SECI ModelKnowledge Mgmt
URL:: http://goo.gl/2i3kYT
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Knowledge vs ExperienceKnowledge Mgmt
URL:: http://goo.gl/4K5lJJ
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From Knowledge to Experience...Knowledge Mgmt
URL:: http://goo.gl/SKVNmc (original) + http://goo.gl/7BAFAk (elaboration)
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...towards CreativityKnowledge Mgmt
URL:: http://goo.gl/SKVNmc (original) + http://goo.gl/7BAFAk (elaboration)
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...Stimulate CreativityKnowledge Mgmt
URL::www.edudemic.com/stimulating-creativity-infographic/
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Knowledge Management &...CreativityKnowledge Mgmt
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• Q-RCA (Quantitative RCA)
 Idea: Fishbone diagram stops at root-causes...how to help in prioritizing causes for taking
corrective/improvement action?
Potential (added) value: refining Fishbone diagram, adding the ‘measurement’ leaf + making
it easier to be worked using a mind maps
 Source: Buglione L., Strengthening CMMI Maturity Levels with a Quantitative Approach to
Root-Cause Analysis, Proceedings of the 5th Software Measurement European Forum (SMEF 2008),
Milan (Italy), 28-30 May 2008, ISBN 9-788870-909999, pp. 67-82
• QF2
D (QFD through Quality Factor)
 Idea: QFD is an ‘open’ tool...but how to repeat the technical spec’s using standards?
 Potential (added) value: using the ISO sw product quality model as ‘tech spec’ dimension
 Source: L.Buglione & A.Abran, QF2D: a different way to measure Software Quality, IWSM2000
(10th International Workshop on Software Measurement), Berlin, Germany, October 4-6, 2000
• LEGO (Living EnGineering prOcess)
 Idea: A model is just a model, not the absolute truth...is there a way to keep the best from any
model/framework of interest? How?
 Potential (added) value: The target is my refined process model, keeping best pieces from
valuable sources after a comparison and extractions
 Source: Buglione L., Gresse von Wangenheim C., Hauck J.C.R., Mc Caffery F., The LEGO
Maturity & Capability Model Approach, Proceedings of 5WCSQ, 5th World Congress on Software
Quality, Shanghai (China), Oct 31- Nov 4 2011
Some (our) examples in Process ImprovementTailoring examples
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• Definition: “A mind map is a diagram used to represent words, ideas,
tasks or other items linked to and arranged radially around a central key
word or idea […]” (from Wikipedia)
• Origins
 at least from the 300BC on (i.e.
Porphyry of Tyros, a noted thinker)
 more recently proposed by
psychologist Tony Buzan
• Perspectives
 several possible usages, with the
common aim to represent concepts
grouping them by some criteria
 brainstorming, creating a hierarchy
of concepts, note-taking, etc…
Q-RCA - Making RCA more usableTailoring examples
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Q-RCA: From RCA to Mind Maps (1/5)Tailoring examples
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Q-RCA: From RCA to Mind Maps (2/5)Tailoring examples
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Q-RCA: From RCA to Mind Maps (3/5)Tailoring examples
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Q-RCA: From RCA to Mind Maps (4/5)Tailoring examples
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Q-RCA: From RCA to Mind Maps (5/5)Tailoring examples
• Mind Maps software: http://goo.gl/ltxfao
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 Meeting Reports (3 pages)
Q-RCA: Possible ApplicationsTailoring examples
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 Within a wiki
Q-RCA: Possible ApplicationsTailoring examples
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QFD +
QM (ISO 25010) +
QEST Model
= QF2
D!
QF2
D: Refining the original QFD
• Customized version by L.Buglione and
A.Abran (2002) – www.semq.eu
• Introduced the usage of a Quality
Model (QM) for grouping requirements
(e.g. ISO/IEC 25010:2011) for
reducing the probability of
missing/incomplete requirements from
early stages between customer and
provider
• Stress the relevance in properly
balancing FUR and NFR by each project
type looking at stakeholders’ needs and
viewpoints
Tailoring examples
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The LEGO Approach
1. MCM Repository 2. Process
Architecture
4. Appraisal Method3. Mappings &
Comparisons
1.
Identify goals
2.
Query the
MCM repository
3.
Include new
elements
4.
Adapt
& Adopt
Source: Buglione L., Gresse von Wangenheim C., Hauck J.C.R., Mc Caffery F., The
LEGO Maturity & Capability Model Approach, Proceedings of 5WCSQ, 5th
World
Congress on Software Quality, Shanghai (China), Oct 31- Nov 4 2011
Tailoring examples
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Evaluating and Financing Ideas: not only ROI...Tailoring examples
<
Source: http://goo.gl/DkV4oc
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Maturity & Capability Models (MCMs)Maturity & Capability Models (MCMs)
Maturity is the capacity
to endure uncertainty
(John Huston Finley)
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Why do we need choosing a MCM?MCMs
• A plenty of free ideas...for free!
• Hundreds of Maturity/Capability Models
• Just need to know WHERE to find them
• ...start googling!
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Where to start? Follow the...knowledge!MCMs
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Where to start? Refining the BSCMCMs
Differen order for
Public Sector:
Citizens, Processes,
Learning & Growth,
Financial
INFRASTRUCTURE
& INNOVATION
PEOPLE / EMPLOYEE
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Representations – Staged (CMMI-DEV)MCMs
• ML: 5
• PA: 24
• N.min PA : ML1 (0)
• N.max PA : ML3 (13)
ML Focus Id. PA Title
5 Optimizing OPM Organizational Performance Management
CAR Causal Analysis & Resolution
4 Predictable OPP Organizational Process Performance
QPM Quantitative Project Management
3 Defined RD Requirement Development
TS Technical Solution
PI Product Integration
VAL Validation
VER Verification
OPD Organizational Process Definition
OPF Organizational Process Focus
OT Organizational Training
IPM Integrated Project Management
RSKM Risk Management
DAR Decision Analysis & Resolution
2 Managed REQM Requirement Management
PP Project Planning
PMC Project Monitoring & Control
SAM Supplier Agreement Management
MA Measurement & Analysis
PPQA Process & Product Quality Assurance
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Representations – Continuous (CMMI-DEV)MCMs
• PA categories: 4
• PA: 24  22
• N.min PA per Category : Process Management (5)
• N.max PA per Category: Project Management (7)
Process Categories
Maturity Levels
Process
Management
Project
Management
Engineering Support
Optimizing OPM CAR
Predictable OPP QPM
Defined OPF
OPD
OT
IPM
RKSM
RD
TS
PI
VER
VAL
DAR
Managed PP
PMC
SAM
REQM CM
MA
PPQA
Initial Ad-hoc processes
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Current PRM in ISO/IEC 15504-5
contains 3 macro-groups, 9
process groups and 48 processes:
• PrimaryPrimary
• ACQACQ – Acquisition– Acquisition
• SPLSPL –– SupplySupply
• ENGENG – Engineering– Engineering
• OPEOPE – Operation– Operation
• OrganizationalOrganizational
• MANMAN - Management- Management
• PIMPIM – Process Improvement– Process Improvement
• RINRIN – Resource & Infrastructure– Resource & Infrastructure
• REUREU - Reuse- Reuse
• SupportingSupporting
• SUPSUP - Support- Support
MCMs Representations – Continuous (SPICE)
www.eng.it79 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
A-SPICE (Automotive SPICE)MCMs
www.eng.it80 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
MPS.BR (
www.softex.br/mpsbr/guias/)
• People/Pessoas (MR-MPS-RH)
• Service/Serviços (MR-MPS-SV)
• Software (MR-MPS-SW)
• Acquisition/Aquisição
• Evaluation/Avaliação (MA-MPS)
MCMs
www.eng.it81 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
MPS.BR – Structure, Deliverable, SourcesMCMs
• 4 models
• 7 maturity levels (A till G)
• 5 capability levels (AP1.1 till AP 5.2)
• 9 AP (Atributos de Proceso – 1.1 till 5.2)
• 46 RAP (Resultados esperados de
atributos de proceso)
www.eng.it82 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
MPS.BR-RH (Recursos Humanos)MCMs
• Not present a specific KM
process (“Gestão do
Conhecimento”)
• Present processes on
Competencies and
Capability (individual,
group)
www.eng.it83 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
MPS.BR-SW (Software)MCMs
• Not present a specific KM process
(“Gestão do Conhecimento”)
• Present a Reuse process
www.eng.it84 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
MPS.BR-SV (Service)MCMs
• Not present a specific KM process
(“Gestão do Conhecimento”)
• Present processes for Capacity
Management and Problem Management
www.eng.it85 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
Representations – Continuous (example)MCMs
Special cause
(GP.2.2 @ OT)
Common cause (GP.2.9 @
+PA)
• SourceSource: SQI Appraisal Assistant- http://goo.gl/i6IvI
• The same can be done using the
ISO/IEC 15504 PAM as for MPS.BR
www.eng.it86 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
MCMs Classifying MCMs by Dimension
• HorizontalHorizontal: MMs going through the whole supply chain
 SwEng: ISO/IEC 15504 (SPICE), CMMI, FAA i-CMM, …
• VerticalVertical: MMs focusing on a single perspective/group of processes
 Test Mgmt: TMM, TPI, …
 Project Mgmt: PM-MM, OPM3, …
 Requirement Mgmt: ....
• DiagonalDiagonal: MMs focused on Organizational/Support processes
 People CMM, TSP, PSP, …
Source:BuglioneL.,AnEcologicalViewonProcessImprovement:SomeThoughtsfor
ImprovingProcessAppraisals,4WCSQ,4th
WorldCongressonSoftwareQuality,
WashingtonD.C.(USA),15-18September2008
www.eng.it87 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
The LEGO (Living EnGineering prOcess)The LEGO (Living EnGineering prOcess)
ApproachApproach
Don’t forget to play!
(Anonymous)
www.eng.it88 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
The LEGO Approach The Philosophy
LEGO (Living Engineering Process)
www.eng.it89 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
The LEGO Approach The Four Elements
1. MCM Repository 2. Process Architecture
4. Appraisal Method3. Mappings &
Comparisons
www.eng.it90 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
The LEGO Approach 1. MCM Repository - www.gqs.ufsc.br/mcm
www.eng.it91 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
The LEGO Approach 2. Process Architecture
www.eng.it92 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
The LEGO Approach 3. Mappings & Comparisons
www.eng.it93 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
The LEGO Approach 4. Appraisal Method
www.eng.it94 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
LEGO: Process and... The Process (4 steps)
1.
Identify goals
2.
Query the
MCM repository
3.
Include new
elements
4.
Adapt
& Adopt
Process Phase Description
1. Identify your
informative/business goals
Clearly identify your needs, moving from the current BPM version
and content.
2. Query the MCM Repository Browse the MCM repository, setting up the proper filters in order
to obtain the desired elements (processes; practices; etc.) to be
inserted in the target BPM.
3. Include the selected
element(s) into the target BPM
Include the new element(s) in the proper position in the target
BPM (e.g. process group, maturity level, etc.).
4. Adapt & Adopt the selected
element(s)
According to the process architecture of both process models (the
target and the source one), the selected elements may need to be
adapted, tailoring such elements as needed.
www.eng.it95 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
LEGO: Process and... Some LEGO Applications
www.slideshare.net/lbu_measure/
www.eng.it96 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
Here the four LEGO steps and related activities and outcomes:
1.1. Identify GoalsIdentify Goals
 Improve the estimation capability and results by a refinement in the overall management of
requirements (business, technical)
 Assumed the target BPM (Business Process Model) to improve is generically the CMMI RD
process area
1.1. Query the MCM repositoryQuery the MCM repository
 Considered RE as the summation of CMMI RM (Req. Management) and RE (Req. Elicitation)
process areas
 Filtered the list of available RE MCMs from the MCM repository
 Next table (EoI – Element of Interest) is a filter of the elements by each of the RE MCMs
considered
1.1. Include new elements into the target BPMInclude new elements into the target BPM
 Next table (Suggested Improvements) lists the possible EoI matched with the CMMI RD
process (both SPs and GPs)
1.1. Adapt & AdoptAdapt & Adopt
 Map each practice of the improved process to the related internal QMS process(es)
 Validate the mapping results before using it in the daily activities
Step 1 – Identify GoalsLEGO and Req.Eng.
www.eng.it97 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
Step 2 - EoI: Elements of Interest (11/2)LEGO and Req.Eng.
Model/ Framework Elements of Interest (EoI)
IAG RMM • Technology: the introduction of workflow environments for easily sharing
information for keeping requirements could be useful  CMMI-DEV RD GP2.3
(Elaboration section in Part 1)
• Staff competency: suggested the introduction of Bloom’s levels as
informative notes for all GP 2.5, not only for those two PAs
PRTM CRMM • Level 1: link between product and customer requirements, using e.g. QFD
(quality function deployment)  it could be introduced also in CMMI-DEV RD SP
3.4, not only in SP 2.1 (as currently done) for closing the analysis
BTH REPM • RE.SI (Stakeholders and Req. Source Identification)  more specific
practice to be added about Requirement Elicitation to CMMI-DEV RD SG1
• RE.GA.a2 (Qualify and Quantify Quality Requirements)  currently
missing a more clear and direct link with CMMI-DEV PP SP 1.2
• DS.GA.a2 (Define Requirement Attributes)  currently less stressed (e.g.
FUR vs NFR for FSM/FPA – Function Point Analysis, as requested in CMMI-DEV
PP, SP 1.4
R-CMMi • ML2: P20: Institute Process to Maintain Stability within Project 
always about the need to minimize ‘volatility’, in terms of management  same
comment than for REAIMS practice 9.8
www.eng.it98 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
Model/ Framework Elements of Interest (EoI)
REAIMS Process MM Basic practices:
• 3.1 Define a standard document structure: missing, could be added in
CMMI-DEV RD SG1, stressing the need for having an organizational ‘standard’ for
comparing different types of requirements, having impact also on planning
(different roles, productivities and schedules for different activities  PP SP 1.4).
Again, it’d help also PP SP 1.2 because it’d address better the
• 3.8 Make the document easy to change  criteria for writing better
requirements, could be stressed more in CMMI-DEV RD SG1 / RM SG1, SP 1.3
• 6.2 Use language simply and concisely  criteria for writing better
requirements could be added as a note for CMMI-DEV RD SP 1.2, sub-practice
#1
Advanced practices:
• 9.8 Identify volatile requirements: suggested to introduce the concept of
‘volatility’ also in the RD process definition by an informative note (e.g. “…
verifying the new need will not be yet addressed by a formalized requirement…”,
with a link to RM, SP 1.3),  see also R-CMMi P20 process, same issue
R-CMM • ML2: P19: Agree and document technical and organisational
attributes specific to project  CMMI-DEV RD deals with customer and
product requirements, not addressing with further informative notes about which
could be possible ‘constraints’ such as those ones from the analysis of
organizational attributes  reinforce RD SP 1.1
Step 3 - EoI: Elements of Interest (22/2)LEGO and Req.Eng.
www.eng.it99 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
Step 3 - Suggestions for Improvement (11/4)
CMMI-DEV v1.3 RD process Suggested Improvements
SG 1 Develop Customer Needs • Introduce a new SP 1.0 about Stakeholders Identification and
Engagement. Rationale: reinforce current formulation, before
running SP 1.1. Nowadays, stakeholder engagement is the sub-
practice #1 within SP 1.1.
• Insert a note about possible standards (de jure/de facto) that
could be consulted/useful for a better application of RD process
(e.g.. (AccountAbility, 2011)).
SP 1.1 Elicit Needs • Introduce a sub-practice about the definition of requirement
attributes, inserting a cross-link with PP SP 1.2 for the
classification of work products (by attribute) to be sized.
• Modify the current WP into: ‘results of requirement elicitation
activities by entity and attribute’ (see previous comment)
SP 1.2 Transform Stakeholders
needs
• Rephrase and make more general sub-practice #2: not only
functional vs. quality (non-functional) attributes, but possibly
establish all valuable, possible requirements taxonomies and
classifications for the organization (by other criteria)
LEGO and Req.Eng.
www.eng.it100 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
CMMI-DEV v1.3 RD process Suggested Improvements
SG 2 Develop Product
Requirements
• Introduce a note within the SG text about the need and
relevance of define a (standard) document structure (in terms
of ‘documentability’) and suggest – as informative note – some
possible criteria to follow and appraise (e.g. readability, simple
and concise language for writing requirements, etc.).
SP 2.1 Establish Product and
Product components
• Sub-practice #3: refine the Example box, do no mention generic
quality attributes, but be more specific about requirement
classifications (e..g ISO/IEC 14143-1:1998  functional,
quality, technical)  cross-link with PP 1.2 about attributes for
sizing.
SP 2.2 Allocate Product Components • ---
SP 2.3 Identify Interface
Requirements
• ---
Step 3 - Suggestions for Improvement (22/4)LEGO and Req.Eng.
www.eng.it101 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
CMMI-DEV v1.3 RD process Suggested Improvements
SG 3 Analyze and Validate
Requirements
• ---
SP 3.1 Establish Operational
Concepts and Scenarios
• ---
SP 3.2 Establish a Definition of
Required …
• ---
SP 3.3 Analyze Requirements • ---
SP 3.4 Analyze Requirements to
Achieve Balance
• Introduce an informative note about the possible usage of QFD
matrices also here, not only for eliciting and determining
requirements in SP 2.1
SP 3.5 Validate Requirements • ---
Step 3 - Suggestions for Improvement (33/4)LEGO and Req.Eng.
www.eng.it102 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
CMMI-DEV v1.3 RD process Suggested Improvements
GP 2.3 Provide Resources • General: stress the need and opportunity from workflow
environments for an easier sharing of information among
stakeholders, whatever the (CMMI) process
• Specific (RD Elaboration): specific need because RD is the
starting process for gathering needs to be translated into
solutions
GP 2.5 Train People • General: introduce the application of the six Bloom’s cognitive
levels (Bloom et al., 1956) for classifying knowledge (see also
IEEE SWEBOK – www.computer.org/swebok)
• Specific (RD Elaboration): add ‘stakeholder engagement’
(AccountAbility, 2011) and ‘requirement sizing’ (ISO, 2011)
GP 2.8 Monitor and Control the
Process
• Specific (RD Elaboration): introduce at least one measure about
the effectiveness of RD SG1 goal (e.g. % of proposed vs
validated requirements)
Step 3 - Suggestions for Improvement (44/4)LEGO and Req.Eng.
www.eng.it103 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
LEGO: Process and... Next LEGO Application: Knowledge Mgmt
People CMM
MPS.BR-RH
www.eng.it104 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
Some conclusions & next steps for learning (more)Some conclusions & next steps for learning (more)
……
It’s always the small pieces
that makes the big picture
(Anonymous)
www.eng.it105 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
Conclusions && Future Works
• People
 Even if in ICT, People is the real wheel for innovation
 “Nothing is lost, nothing is created, everything is transformed” (Antoine Lavoisier)
 …but you need ideas and somebody modeling knowledge into experience by creativity
• Reuse & Learning = Experience!
 It’s the most natural form of evolution...by analogy
 Not only ‘copy&paste’, but ‘Learn by Experience” (LbE)
 The difference from a ‘one-shot’ application and a structured one is in your historical data
 SKMS, KMS, Project Historical Database, ...use the acronym you like more
 Quantitative+Qualitative: two sides of the same coin
• Starting point? Knowledge!
 The basic is to know, but then you need to know how apply your knowledge to the context
 Any kind of training, and (don’t stop) READING: we can access anything on the web...
 Be CURIOUS, trying to find VALUE from what you’re experiencing looking for contact
points with you and your next project and SHARE it with your peers
 Next Steps
 Start doing things TODAY, don’t wait...include continual SELF-TRAINING in your project
plan. You can also know the WHAT but not the HOW
 ...try & see!
Reusing Knowledge
““Creativity is allowing yourself to make mistakes.Creativity is allowing yourself to make mistakes.
Art is knowing which ones to keep.”Art is knowing which ones to keep.” (Scott Adams)
www.eng.it106 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
Lessons Learned...Reusing Knowledge
“I have… seen things you people wouldn't believe… Attack
ships on fire off the shoulder of Orion. I watched c-beams
glitter in the dark near the Tannhäuser Gate. All those…
moments… will be lost in time, like [small cough] tears… in…
rain. Time… to die…”
Philip Dick, Do Androids dream of Electric Sheep?, Del Rey, 1968, ISBN 0-345-40447-5
Memory  Data  Experience ........ DIKWDIKW
www.eng.it107 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
Q && A
Thanks for your attentionThanks for your attention!!
Obrigado pela sua atençãoObrigado pela sua atenção!!
Reusing Knowledge
www.eng.it108 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
Contact Data
Luigi
Buglione
Engineering Ingegneria Informatica/ETS
luigi.buglione@eng.it
Reusing Knowledge

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Do we really re-use our knowledge (or not)?

  • 1. www.eng.it WAMPS 2014 – 10° MPS Annual Workshop Campinas (Brazil), Dec 2 2014 Do we really re-use our knowledge (or not)? Luigi BuglioneBuglione, Ph.D. Process Improvement & Measurement Specialist Industry & Services Business Unit Engineering Ingegneria Informatica SpA Associate Professor Ecole de Technologie Superieure (ETS), Montréal
  • 2. www.eng.it Reusing Knowledge Goals of the presentation 1. Discuss the ‘lack of (knowledge) reuse’ in organizations and its possible root-causes 2. Introduce the ROI/VOI ( ROK: Return on Knowledge) setting up a Knowledge Management strategy 3. Suggest some best practices for achieving better business results moving from a proper KM deployment 2 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
  • 3. www.eng.it Engineering At a glance www.eng.it WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione3
  • 4. www.eng.it ETS - GELOG At a glance gelog.etsmtl.ca 4 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione
  • 5. www.eng.it5 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Agenda  Introduction  Tailoring & Customizing  Maturity & Capability Models (MCMs)  The LEGO (Living EnGineering prOcess) Approach  (Some) conclusions & Next Steps for learning (more)  Q & A Reusing Knowledge 5
  • 6. www.eng.it6 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione IntroductionIntroduction You have more potential than you believe to do. (Anonymous)
  • 7. www.eng.it7 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Introduction Why do organizations fail? URL: www.standishgroup.com
  • 8. www.eng.it8 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Introduction Why do organizations fail? 1. Competency 2. Position 3. Motivation 4. Togetherness 5. Training 6. Mentoring 7. Chemistry 8. Toxic 9. Turnover 10. Hot Groups 10 Success points for Skilled Resources in Small Groups URL: www.standishgroup.com
  • 9. www.eng.it9 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Introduction Why do organizations fail? URL: http://goo.gl/WCBe1w URL: http://goo.gl/WCBe1w 1. Allowing to much complacency 2. Failing to create a powerful coalition 3. Underestimating the power of Vision 4. Under Communicating the Vision 5. Permitting Obstacles to Block the Vision 6. Failing to Create Short-Term Wins 7. Declaring Victory too soon 8. Neglecting to Anchor Changes Firmly
  • 10. www.eng.it10 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Introduction A bit of humour… URL: www.dilbert.com
  • 11. www.eng.it11 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Introduction Which could be the solution?
  • 12. www.eng.it12 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Introduction ...in order to create....ValueValue! [ITIL v3 2011] • Value ← Utility + Warranty
  • 13. www.eng.it13 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Development (x-DEV) Enhancement (x-SVC) Maintenance Correction Enhancement Corrective Preventive Adaptive Perfective Project Scope Introduction A ‘service’ is more than typically thought... • Service  A means of delivering value to Customers by facilitating Outcomes Customers want to achieve without the ownership of specific Costs and Risks. • Project  A temporary organization, with people and other assets, that is required to achieve an objective or other outcome. Each project has a lifecycle that typically includes initiation, planning, execution, and closure. Projects are usually managed using a formal methodology such as PRojects IN Controlled Environments (PRINCE2) or the Project Management Body of Knowledge (PMBOK).
  • 14. www.eng.it14 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione ITIL v3ITIL v3 – Service Lifecycle Copyright©AXELOS2013 Introduction
  • 15. www.eng.it15 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Questions FIRST, answers LATER!Where to start?
  • 16. www.eng.it16 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Questions FIRST: The ‘5W+2H’ ruleWhere to start? • The 2° H – a possible addition  ‘How Much’  threshold(s) value(s)  As in Control Charts (TQM), possibly two (2) thresholds:  UCL (Upper Control Level)  LCL (Lower Control Level)  Threshold(s) should be periodically (re)evaluated from MEB data • Utility and applicability  Same suggestion for a good (whatever) plan: Project, Quality, Communication, Measurement, Improvement plan…  In such way it could be possible to check easily with a structured manner what has/hasn’t included in a plan • The original ‘5W+H’ journalist rule  Typically a good paper should contain:  Who, What, Why, When, Where, How  Who: not well expressed now  RACI matrix for describing who should collect, prepare, and analyze data
  • 17. www.eng.it17 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Questions FIRST: Open vs Closed QuestionsWhere to start? • Open-Ended Questions  Explore possibilities, feelings, reasons why, freedom to answer, useful for problem-solving • Why…? • How…? • What do you think about…? • … • Closed Questions  Facts, quick, easy to answer, useful at the end of a conversation • What…? • How Many…? • Did you agree…? • When…? • Who…? • …
  • 18. www.eng.it18 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Questions FIRST, answers LATER!Where to start? Goal Question Metric Implicit models Q3 Q4Q1 Q2 M1 M2 M3 M4 M5 M6 M7 Definition Interpretation • GQM (Goal-Question-Metric) [V.Basili, 1984] • MIM (Measurement Information Model) [ISO/IEC 15939:1999 (R2007)]
  • 19. www.eng.it19 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Questions FIRST: RCA (Root-Cause Analysis)Where to start?
  • 20. www.eng.it20 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione How to Design? The ‘User Experience’
  • 21. www.eng.it21 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione How to Design? The ‘User Experience’ – Some bad experiences No customizability No Trash Bin...Shredder! Few customizability
  • 22. www.eng.it22 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione How to Design? The ‘User Experience’ – Some bad experiences
  • 23. www.eng.it23 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione How to Design? The ‘User Experience’ – Some bad experiences
  • 24. www.eng.it24 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Tips from Svc Mgmt ITIL v3 2011 - Knowledge Mgmt (KMKM) • SKMS – Service Knowledge Management System  It’s the logical summation of ALL the data, information, knowledge available in an organziation  Quantitative + Qualitative data (experience, lessons learned, ...)  CMS but also a Risk Register  ... Copyright©www.cfnpeople.com
  • 25. www.eng.it25 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Tips from Svc Mgmt ITIL v3 2011 - Knowledge Mgmt (KMKM) • DIKW – Data/Information/Knowledge/Wisdom  Four KM waves  Verifying (DIKW): Data  Information  Knowledge  Wisdom  Building (WKID): Wisdom  Knowledge  Information  Data  ‘5W’s+H’ rule (who, what, when, where, how, why)  Two dimensions: Context; Understanding Copyright©AXELOS2013
  • 26. www.eng.it26 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione • Requirements  WHY, WHAT’s (e.g. EAM analysis) • Stakeholders  WHO • Communication  HOW, HOW MUCH • Measurement  HOW MUCH • Reuse  WHAT, HOW • Benchmarking  WHAT, HOW • Scope Management  WHERE • ... An initail list with questions typesWhich main issues?
  • 27. www.eng.it27 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Which main issues? Manage Requirements, that’s the issue! NFR (prod) FUR (prod) Other (prj)
  • 28. www.eng.it28 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Which requirements?Which main issues?
  • 29. www.eng.it29 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Is Communication an issue? • Communication issues  Partly addressed, even if fundamental − E.g. CMMI-x GP2.7 on stakeholders’ involvement  Heavily documented and discussed how communication pitfalls represent a major problem which may make a process improvement initiative unsuccessful Which main issues?
  • 30. www.eng.it30 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Is Communication an issue? • Social Media  How do you communicate?  Which Social Media are you using? How?  Are you overloaded or not?  Are they taking you the right time? Or not?  How many interruption during the day typically are you doing while working?  …how (real) hour are you working per day? Which main issues?
  • 31. www.eng.it31 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Is Communication an issue? • Interruptions and Social Media Which main issues?
  • 32. www.eng.it32 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Requirements: FUR vs NFRWhich main issues?
  • 33. www.eng.it33 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione What is a NFR? ISO/IEC 25010:2011Which main issues? • Evolution of ISO/IEC 9126-x series, good starting point for depicting a correct scope • Valid also for services, not only products – see how much do they fit! • Good checklist for not loosing/miss requirements from early stages when estimating
  • 34. www.eng.it34 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Quality Function Deployment (QFD) Manage Requirements, that’s an issue! URL: www.webducate.net/qfd/qfd.html • Technique proposed by Dr Yoji Akao in 1966 • Combine the ‘Voice of Customer’ (VoC) with Technical Requirements • Help in prioritizing requirements • Allow to do competitive benchmarks before producing a product/service • Focus on the ‘internal’ knowledge of a provider, able to hear the other ‘stakeholders’ Which main issues?
  • 35. www.eng.it35 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Benchmarking: ‘Apples vs Oranges’Which main issues?
  • 36. www.eng.it36 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Some common forms for Reuse...Which main issues?
  • 37. www.eng.it37 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione ...Reuse, also in Estimation... • Source: PMI’s PMBOK 4, Chapter 6.3 • Source: www.dilbert.com Which main issues?
  • 38. www.eng.it38 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Some (important) questions on Reuse... Which definition of reuse do you appy? Is it yours a functional or technical reuse? Have you a Reuse repository? Are you planning to have a QIP-like experience? How much are you mature about Reuse practices? Which main issues?
  • 39. www.eng.it39 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Measurement or Knowledge: where’s the issue?Three steps back... You cannotYou cannot controlcontrol what youwhat you cannotcannot measuremeasure but...but... You cannotYou cannot measuremeasure what youwhat you cannotcannot definedefine but...but... You cannotYou cannot definedefine what youwhat you don’tdon’t knowknow......
  • 40. www.eng.it40 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione What is aWhat is a LOCLOC??  Physical or Logical?Physical or Logical?  With/withoutWith/without comments?comments? Which variabilityWhich variability (abs, %) in(abs, %) in estimations?estimations? A simple example about missing definitions...Three steps back...
  • 41. www.eng.it41 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Source:: Buglione L., Ebert C., Estimation, Encyclopedia of Software Engineering, Taylor & Francis Publisher, June 2012, ISBN: 978-1-4200-5977-9 E – Entity (software) product (software) product (software) product A – Attribute Source code length Functionalities Complexity M - Measure LOC – Lines of Code Function Point V(G) – McCabe compl. E – Entity People People People A – Attribute Height Weight Intelligence M - Measure Cm / m / … Kg / lbs / … QI / … EAM taxonomyWhat to Measure?
  • 42. www.eng.it42 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Inputs ProductsProcess Project Organization/ BU Measurement fsufsu – Functional Size Unit (FURFUR) Fonte::L.Buglione&A.Abran, ICEBERG:adifferentlookatSoftwareProjectManagement, IWSM2002 in"Software MeasurementandEstimation",Proceedingsofthe12thInternationalWorkshoponSoftwareMeasurement (IWSM2002),October7-9,2002,Magdeburg(Germany),ShakerVerlag, ISBN3-8322-0765-1,pp.153-167 STAR – Software Taxonomy RevisedWhat to Measure? nfsunfsu – Non- Functional Size Unit (NFRNFR) Other deliverables Requirements
  • 43. www.eng.it43 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Q: which control level (granularity) has your project? (a) (b) or Requirements and Granularity LevelReq. Management
  • 44. www.eng.it44 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Requirements and StakeholdersReq. Management • Source: www.projectcartoon.com
  • 45. www.eng.it45 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Investors Employees & Managers Customers Suppliers & Business Partners Local Communities Competitors Trade Associations Media & Academic Commenters Labour Unions Civil Society Orgs / NGOs Government/ Regulators Typical Primary Stakeholders Typical Secondary Stakeholder Consulting Organization SourceSource:: SRA, The Stakeholder Engagement Manual, 2005, URL:http://goo.gl/twKpMw Requirements and StakeholdersReq. Management
  • 46. www.eng.it46 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Stakeholders ManagementReq. Management
  • 47. www.eng.it47 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione PMBOK 5 (2013)Stakeholders’ Mgmt • Source: PMI’s PMBOK 5 (2013)
  • 48. www.eng.it48 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione A: ...in ICT – moreover than certifications on FSM – methods there are also specific paths (e.g. NorthernSCOPE, SouthernSCOPE, ECQA Scope Mgr , ...), to stress how relevant the topic is A: ... How to plan an activity if it’s not clear the ‘action space’? A: ...both PMI’s PMBOK than FSM methods ask to define the scope as a preliminary and needed action to deploy any further activity...What is in or out? Define the ScopeScope Management
  • 49. www.eng.it49 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione PMBOK 5 (2013)Scope Management • Source: PMI’s PMBOK 5 (2013)
  • 50. www.eng.it50 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione CostCosttottot EffEfftottotURUR FPFP m/d(f-prod) SPSP m/d(nf-prod) FURFUR NFRNFR m/d(org-prj) prod prod prj A B CQ  T  C (p) (ED) Q  T  C (p) (ED) Q  T  C (p) (ED) OtherOther XYZXYZ URL:: IFPUG MetricViews, Vol 6, No.2, Aug 2012 –. http://goo.gl/hgrJt The ‘ABC’ Schema (2012)Scope Management
  • 51. www.eng.it51 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione  FSM methods (IFPUG, COSMIC, ...)  IFPUG SNAP  ISO/IEC 25010:2011 (ex 9126-x)  ...  ISBSG D&E r12+  Stakeholder Engagement  WBS / Gantt model(s) -- tasks by nature The ‘ABC’ Schema – A ‘cookbook’ view URL:: IFPUG MetricViews, Vol 6, No.2, Aug 2012 –. http://goo.gl/hgrJt Scope Management
  • 52. www.eng.it52 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Tailoring & CustomizingTailoring & Customizing Great minds discuss ideas Average minds discuss events Small minds discuss people (Eleanor Roosvelt)
  • 53. www.eng.it53 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Some initial question...Tailoring-Customizing Q: Do you prefer to start from scratch (create) or by something similar and modify later (customize)? Why? Q: What do you need to do that? Q: How much time do you spend per week for updating your skills, knowledge and capabilities?
  • 54. www.eng.it54 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione The SECI ModelKnowledge Mgmt URL:: http://goo.gl/2i3kYT
  • 55. www.eng.it55 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Knowledge vs ExperienceKnowledge Mgmt URL:: http://goo.gl/4K5lJJ
  • 56. www.eng.it56 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione From Knowledge to Experience...Knowledge Mgmt URL:: http://goo.gl/SKVNmc (original) + http://goo.gl/7BAFAk (elaboration)
  • 57. www.eng.it57 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione ...towards CreativityKnowledge Mgmt URL:: http://goo.gl/SKVNmc (original) + http://goo.gl/7BAFAk (elaboration)
  • 58. www.eng.it58 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione ...Stimulate CreativityKnowledge Mgmt URL::www.edudemic.com/stimulating-creativity-infographic/
  • 59. www.eng.it59 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Knowledge Management &...CreativityKnowledge Mgmt
  • 60. www.eng.it60 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione • Q-RCA (Quantitative RCA)  Idea: Fishbone diagram stops at root-causes...how to help in prioritizing causes for taking corrective/improvement action? Potential (added) value: refining Fishbone diagram, adding the ‘measurement’ leaf + making it easier to be worked using a mind maps  Source: Buglione L., Strengthening CMMI Maturity Levels with a Quantitative Approach to Root-Cause Analysis, Proceedings of the 5th Software Measurement European Forum (SMEF 2008), Milan (Italy), 28-30 May 2008, ISBN 9-788870-909999, pp. 67-82 • QF2 D (QFD through Quality Factor)  Idea: QFD is an ‘open’ tool...but how to repeat the technical spec’s using standards?  Potential (added) value: using the ISO sw product quality model as ‘tech spec’ dimension  Source: L.Buglione & A.Abran, QF2D: a different way to measure Software Quality, IWSM2000 (10th International Workshop on Software Measurement), Berlin, Germany, October 4-6, 2000 • LEGO (Living EnGineering prOcess)  Idea: A model is just a model, not the absolute truth...is there a way to keep the best from any model/framework of interest? How?  Potential (added) value: The target is my refined process model, keeping best pieces from valuable sources after a comparison and extractions  Source: Buglione L., Gresse von Wangenheim C., Hauck J.C.R., Mc Caffery F., The LEGO Maturity & Capability Model Approach, Proceedings of 5WCSQ, 5th World Congress on Software Quality, Shanghai (China), Oct 31- Nov 4 2011 Some (our) examples in Process ImprovementTailoring examples
  • 61. www.eng.it61 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione • Definition: “A mind map is a diagram used to represent words, ideas, tasks or other items linked to and arranged radially around a central key word or idea […]” (from Wikipedia) • Origins  at least from the 300BC on (i.e. Porphyry of Tyros, a noted thinker)  more recently proposed by psychologist Tony Buzan • Perspectives  several possible usages, with the common aim to represent concepts grouping them by some criteria  brainstorming, creating a hierarchy of concepts, note-taking, etc… Q-RCA - Making RCA more usableTailoring examples
  • 62. www.eng.it62 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Q-RCA: From RCA to Mind Maps (1/5)Tailoring examples
  • 63. www.eng.it63 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Q-RCA: From RCA to Mind Maps (2/5)Tailoring examples
  • 64. www.eng.it64 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Q-RCA: From RCA to Mind Maps (3/5)Tailoring examples
  • 65. www.eng.it65 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Q-RCA: From RCA to Mind Maps (4/5)Tailoring examples
  • 66. www.eng.it66 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Q-RCA: From RCA to Mind Maps (5/5)Tailoring examples • Mind Maps software: http://goo.gl/ltxfao
  • 67. www.eng.it67 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione  Meeting Reports (3 pages) Q-RCA: Possible ApplicationsTailoring examples
  • 68. www.eng.it68 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione  Within a wiki Q-RCA: Possible ApplicationsTailoring examples
  • 69. www.eng.it69 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione QFD + QM (ISO 25010) + QEST Model = QF2 D! QF2 D: Refining the original QFD • Customized version by L.Buglione and A.Abran (2002) – www.semq.eu • Introduced the usage of a Quality Model (QM) for grouping requirements (e.g. ISO/IEC 25010:2011) for reducing the probability of missing/incomplete requirements from early stages between customer and provider • Stress the relevance in properly balancing FUR and NFR by each project type looking at stakeholders’ needs and viewpoints Tailoring examples
  • 70. www.eng.it70 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione The LEGO Approach 1. MCM Repository 2. Process Architecture 4. Appraisal Method3. Mappings & Comparisons 1. Identify goals 2. Query the MCM repository 3. Include new elements 4. Adapt & Adopt Source: Buglione L., Gresse von Wangenheim C., Hauck J.C.R., Mc Caffery F., The LEGO Maturity & Capability Model Approach, Proceedings of 5WCSQ, 5th World Congress on Software Quality, Shanghai (China), Oct 31- Nov 4 2011 Tailoring examples
  • 71. www.eng.it71 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Evaluating and Financing Ideas: not only ROI...Tailoring examples < Source: http://goo.gl/DkV4oc
  • 72. www.eng.it72 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Maturity & Capability Models (MCMs)Maturity & Capability Models (MCMs) Maturity is the capacity to endure uncertainty (John Huston Finley)
  • 73. www.eng.it73 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Why do we need choosing a MCM?MCMs • A plenty of free ideas...for free! • Hundreds of Maturity/Capability Models • Just need to know WHERE to find them • ...start googling!
  • 74. www.eng.it74 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Where to start? Follow the...knowledge!MCMs
  • 75. www.eng.it75 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Where to start? Refining the BSCMCMs Differen order for Public Sector: Citizens, Processes, Learning & Growth, Financial INFRASTRUCTURE & INNOVATION PEOPLE / EMPLOYEE
  • 76. www.eng.it76 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Representations – Staged (CMMI-DEV)MCMs • ML: 5 • PA: 24 • N.min PA : ML1 (0) • N.max PA : ML3 (13) ML Focus Id. PA Title 5 Optimizing OPM Organizational Performance Management CAR Causal Analysis & Resolution 4 Predictable OPP Organizational Process Performance QPM Quantitative Project Management 3 Defined RD Requirement Development TS Technical Solution PI Product Integration VAL Validation VER Verification OPD Organizational Process Definition OPF Organizational Process Focus OT Organizational Training IPM Integrated Project Management RSKM Risk Management DAR Decision Analysis & Resolution 2 Managed REQM Requirement Management PP Project Planning PMC Project Monitoring & Control SAM Supplier Agreement Management MA Measurement & Analysis PPQA Process & Product Quality Assurance
  • 77. www.eng.it77 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Representations – Continuous (CMMI-DEV)MCMs • PA categories: 4 • PA: 24  22 • N.min PA per Category : Process Management (5) • N.max PA per Category: Project Management (7) Process Categories Maturity Levels Process Management Project Management Engineering Support Optimizing OPM CAR Predictable OPP QPM Defined OPF OPD OT IPM RKSM RD TS PI VER VAL DAR Managed PP PMC SAM REQM CM MA PPQA Initial Ad-hoc processes
  • 78. www.eng.it78 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Current PRM in ISO/IEC 15504-5 contains 3 macro-groups, 9 process groups and 48 processes: • PrimaryPrimary • ACQACQ – Acquisition– Acquisition • SPLSPL –– SupplySupply • ENGENG – Engineering– Engineering • OPEOPE – Operation– Operation • OrganizationalOrganizational • MANMAN - Management- Management • PIMPIM – Process Improvement– Process Improvement • RINRIN – Resource & Infrastructure– Resource & Infrastructure • REUREU - Reuse- Reuse • SupportingSupporting • SUPSUP - Support- Support MCMs Representations – Continuous (SPICE)
  • 79. www.eng.it79 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione A-SPICE (Automotive SPICE)MCMs
  • 80. www.eng.it80 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione MPS.BR ( www.softex.br/mpsbr/guias/) • People/Pessoas (MR-MPS-RH) • Service/Serviços (MR-MPS-SV) • Software (MR-MPS-SW) • Acquisition/Aquisição • Evaluation/Avaliação (MA-MPS) MCMs
  • 81. www.eng.it81 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione MPS.BR – Structure, Deliverable, SourcesMCMs • 4 models • 7 maturity levels (A till G) • 5 capability levels (AP1.1 till AP 5.2) • 9 AP (Atributos de Proceso – 1.1 till 5.2) • 46 RAP (Resultados esperados de atributos de proceso)
  • 82. www.eng.it82 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione MPS.BR-RH (Recursos Humanos)MCMs • Not present a specific KM process (“Gestão do Conhecimento”) • Present processes on Competencies and Capability (individual, group)
  • 83. www.eng.it83 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione MPS.BR-SW (Software)MCMs • Not present a specific KM process (“Gestão do Conhecimento”) • Present a Reuse process
  • 84. www.eng.it84 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione MPS.BR-SV (Service)MCMs • Not present a specific KM process (“Gestão do Conhecimento”) • Present processes for Capacity Management and Problem Management
  • 85. www.eng.it85 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Representations – Continuous (example)MCMs Special cause (GP.2.2 @ OT) Common cause (GP.2.9 @ +PA) • SourceSource: SQI Appraisal Assistant- http://goo.gl/i6IvI • The same can be done using the ISO/IEC 15504 PAM as for MPS.BR
  • 86. www.eng.it86 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione MCMs Classifying MCMs by Dimension • HorizontalHorizontal: MMs going through the whole supply chain  SwEng: ISO/IEC 15504 (SPICE), CMMI, FAA i-CMM, … • VerticalVertical: MMs focusing on a single perspective/group of processes  Test Mgmt: TMM, TPI, …  Project Mgmt: PM-MM, OPM3, …  Requirement Mgmt: .... • DiagonalDiagonal: MMs focused on Organizational/Support processes  People CMM, TSP, PSP, … Source:BuglioneL.,AnEcologicalViewonProcessImprovement:SomeThoughtsfor ImprovingProcessAppraisals,4WCSQ,4th WorldCongressonSoftwareQuality, WashingtonD.C.(USA),15-18September2008
  • 87. www.eng.it87 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione The LEGO (Living EnGineering prOcess)The LEGO (Living EnGineering prOcess) ApproachApproach Don’t forget to play! (Anonymous)
  • 88. www.eng.it88 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione The LEGO Approach The Philosophy LEGO (Living Engineering Process)
  • 89. www.eng.it89 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione The LEGO Approach The Four Elements 1. MCM Repository 2. Process Architecture 4. Appraisal Method3. Mappings & Comparisons
  • 90. www.eng.it90 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione The LEGO Approach 1. MCM Repository - www.gqs.ufsc.br/mcm
  • 91. www.eng.it91 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione The LEGO Approach 2. Process Architecture
  • 92. www.eng.it92 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione The LEGO Approach 3. Mappings & Comparisons
  • 93. www.eng.it93 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione The LEGO Approach 4. Appraisal Method
  • 94. www.eng.it94 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione LEGO: Process and... The Process (4 steps) 1. Identify goals 2. Query the MCM repository 3. Include new elements 4. Adapt & Adopt Process Phase Description 1. Identify your informative/business goals Clearly identify your needs, moving from the current BPM version and content. 2. Query the MCM Repository Browse the MCM repository, setting up the proper filters in order to obtain the desired elements (processes; practices; etc.) to be inserted in the target BPM. 3. Include the selected element(s) into the target BPM Include the new element(s) in the proper position in the target BPM (e.g. process group, maturity level, etc.). 4. Adapt & Adopt the selected element(s) According to the process architecture of both process models (the target and the source one), the selected elements may need to be adapted, tailoring such elements as needed.
  • 95. www.eng.it95 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione LEGO: Process and... Some LEGO Applications www.slideshare.net/lbu_measure/
  • 96. www.eng.it96 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Here the four LEGO steps and related activities and outcomes: 1.1. Identify GoalsIdentify Goals  Improve the estimation capability and results by a refinement in the overall management of requirements (business, technical)  Assumed the target BPM (Business Process Model) to improve is generically the CMMI RD process area 1.1. Query the MCM repositoryQuery the MCM repository  Considered RE as the summation of CMMI RM (Req. Management) and RE (Req. Elicitation) process areas  Filtered the list of available RE MCMs from the MCM repository  Next table (EoI – Element of Interest) is a filter of the elements by each of the RE MCMs considered 1.1. Include new elements into the target BPMInclude new elements into the target BPM  Next table (Suggested Improvements) lists the possible EoI matched with the CMMI RD process (both SPs and GPs) 1.1. Adapt & AdoptAdapt & Adopt  Map each practice of the improved process to the related internal QMS process(es)  Validate the mapping results before using it in the daily activities Step 1 – Identify GoalsLEGO and Req.Eng.
  • 97. www.eng.it97 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Step 2 - EoI: Elements of Interest (11/2)LEGO and Req.Eng. Model/ Framework Elements of Interest (EoI) IAG RMM • Technology: the introduction of workflow environments for easily sharing information for keeping requirements could be useful  CMMI-DEV RD GP2.3 (Elaboration section in Part 1) • Staff competency: suggested the introduction of Bloom’s levels as informative notes for all GP 2.5, not only for those two PAs PRTM CRMM • Level 1: link between product and customer requirements, using e.g. QFD (quality function deployment)  it could be introduced also in CMMI-DEV RD SP 3.4, not only in SP 2.1 (as currently done) for closing the analysis BTH REPM • RE.SI (Stakeholders and Req. Source Identification)  more specific practice to be added about Requirement Elicitation to CMMI-DEV RD SG1 • RE.GA.a2 (Qualify and Quantify Quality Requirements)  currently missing a more clear and direct link with CMMI-DEV PP SP 1.2 • DS.GA.a2 (Define Requirement Attributes)  currently less stressed (e.g. FUR vs NFR for FSM/FPA – Function Point Analysis, as requested in CMMI-DEV PP, SP 1.4 R-CMMi • ML2: P20: Institute Process to Maintain Stability within Project  always about the need to minimize ‘volatility’, in terms of management  same comment than for REAIMS practice 9.8
  • 98. www.eng.it98 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Model/ Framework Elements of Interest (EoI) REAIMS Process MM Basic practices: • 3.1 Define a standard document structure: missing, could be added in CMMI-DEV RD SG1, stressing the need for having an organizational ‘standard’ for comparing different types of requirements, having impact also on planning (different roles, productivities and schedules for different activities  PP SP 1.4). Again, it’d help also PP SP 1.2 because it’d address better the • 3.8 Make the document easy to change  criteria for writing better requirements, could be stressed more in CMMI-DEV RD SG1 / RM SG1, SP 1.3 • 6.2 Use language simply and concisely  criteria for writing better requirements could be added as a note for CMMI-DEV RD SP 1.2, sub-practice #1 Advanced practices: • 9.8 Identify volatile requirements: suggested to introduce the concept of ‘volatility’ also in the RD process definition by an informative note (e.g. “… verifying the new need will not be yet addressed by a formalized requirement…”, with a link to RM, SP 1.3),  see also R-CMMi P20 process, same issue R-CMM • ML2: P19: Agree and document technical and organisational attributes specific to project  CMMI-DEV RD deals with customer and product requirements, not addressing with further informative notes about which could be possible ‘constraints’ such as those ones from the analysis of organizational attributes  reinforce RD SP 1.1 Step 3 - EoI: Elements of Interest (22/2)LEGO and Req.Eng.
  • 99. www.eng.it99 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Step 3 - Suggestions for Improvement (11/4) CMMI-DEV v1.3 RD process Suggested Improvements SG 1 Develop Customer Needs • Introduce a new SP 1.0 about Stakeholders Identification and Engagement. Rationale: reinforce current formulation, before running SP 1.1. Nowadays, stakeholder engagement is the sub- practice #1 within SP 1.1. • Insert a note about possible standards (de jure/de facto) that could be consulted/useful for a better application of RD process (e.g.. (AccountAbility, 2011)). SP 1.1 Elicit Needs • Introduce a sub-practice about the definition of requirement attributes, inserting a cross-link with PP SP 1.2 for the classification of work products (by attribute) to be sized. • Modify the current WP into: ‘results of requirement elicitation activities by entity and attribute’ (see previous comment) SP 1.2 Transform Stakeholders needs • Rephrase and make more general sub-practice #2: not only functional vs. quality (non-functional) attributes, but possibly establish all valuable, possible requirements taxonomies and classifications for the organization (by other criteria) LEGO and Req.Eng.
  • 100. www.eng.it100 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione CMMI-DEV v1.3 RD process Suggested Improvements SG 2 Develop Product Requirements • Introduce a note within the SG text about the need and relevance of define a (standard) document structure (in terms of ‘documentability’) and suggest – as informative note – some possible criteria to follow and appraise (e.g. readability, simple and concise language for writing requirements, etc.). SP 2.1 Establish Product and Product components • Sub-practice #3: refine the Example box, do no mention generic quality attributes, but be more specific about requirement classifications (e..g ISO/IEC 14143-1:1998  functional, quality, technical)  cross-link with PP 1.2 about attributes for sizing. SP 2.2 Allocate Product Components • --- SP 2.3 Identify Interface Requirements • --- Step 3 - Suggestions for Improvement (22/4)LEGO and Req.Eng.
  • 101. www.eng.it101 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione CMMI-DEV v1.3 RD process Suggested Improvements SG 3 Analyze and Validate Requirements • --- SP 3.1 Establish Operational Concepts and Scenarios • --- SP 3.2 Establish a Definition of Required … • --- SP 3.3 Analyze Requirements • --- SP 3.4 Analyze Requirements to Achieve Balance • Introduce an informative note about the possible usage of QFD matrices also here, not only for eliciting and determining requirements in SP 2.1 SP 3.5 Validate Requirements • --- Step 3 - Suggestions for Improvement (33/4)LEGO and Req.Eng.
  • 102. www.eng.it102 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione CMMI-DEV v1.3 RD process Suggested Improvements GP 2.3 Provide Resources • General: stress the need and opportunity from workflow environments for an easier sharing of information among stakeholders, whatever the (CMMI) process • Specific (RD Elaboration): specific need because RD is the starting process for gathering needs to be translated into solutions GP 2.5 Train People • General: introduce the application of the six Bloom’s cognitive levels (Bloom et al., 1956) for classifying knowledge (see also IEEE SWEBOK – www.computer.org/swebok) • Specific (RD Elaboration): add ‘stakeholder engagement’ (AccountAbility, 2011) and ‘requirement sizing’ (ISO, 2011) GP 2.8 Monitor and Control the Process • Specific (RD Elaboration): introduce at least one measure about the effectiveness of RD SG1 goal (e.g. % of proposed vs validated requirements) Step 3 - Suggestions for Improvement (44/4)LEGO and Req.Eng.
  • 103. www.eng.it103 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione LEGO: Process and... Next LEGO Application: Knowledge Mgmt People CMM MPS.BR-RH
  • 104. www.eng.it104 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Some conclusions & next steps for learning (more)Some conclusions & next steps for learning (more) …… It’s always the small pieces that makes the big picture (Anonymous)
  • 105. www.eng.it105 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Conclusions && Future Works • People  Even if in ICT, People is the real wheel for innovation  “Nothing is lost, nothing is created, everything is transformed” (Antoine Lavoisier)  …but you need ideas and somebody modeling knowledge into experience by creativity • Reuse & Learning = Experience!  It’s the most natural form of evolution...by analogy  Not only ‘copy&paste’, but ‘Learn by Experience” (LbE)  The difference from a ‘one-shot’ application and a structured one is in your historical data  SKMS, KMS, Project Historical Database, ...use the acronym you like more  Quantitative+Qualitative: two sides of the same coin • Starting point? Knowledge!  The basic is to know, but then you need to know how apply your knowledge to the context  Any kind of training, and (don’t stop) READING: we can access anything on the web...  Be CURIOUS, trying to find VALUE from what you’re experiencing looking for contact points with you and your next project and SHARE it with your peers  Next Steps  Start doing things TODAY, don’t wait...include continual SELF-TRAINING in your project plan. You can also know the WHAT but not the HOW  ...try & see! Reusing Knowledge ““Creativity is allowing yourself to make mistakes.Creativity is allowing yourself to make mistakes. Art is knowing which ones to keep.”Art is knowing which ones to keep.” (Scott Adams)
  • 106. www.eng.it106 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Lessons Learned...Reusing Knowledge “I have… seen things you people wouldn't believe… Attack ships on fire off the shoulder of Orion. I watched c-beams glitter in the dark near the Tannhäuser Gate. All those… moments… will be lost in time, like [small cough] tears… in… rain. Time… to die…” Philip Dick, Do Androids dream of Electric Sheep?, Del Rey, 1968, ISBN 0-345-40447-5 Memory  Data  Experience ........ DIKWDIKW
  • 107. www.eng.it107 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Q && A Thanks for your attentionThanks for your attention!! Obrigado pela sua atençãoObrigado pela sua atenção!! Reusing Knowledge
  • 108. www.eng.it108 WAMPS 2014 – Campinas, Dec 2, 2014– © 2014 L.Buglione Contact Data Luigi Buglione Engineering Ingegneria Informatica/ETS luigi.buglione@eng.it Reusing Knowledge