Software Process Improvement Framework For Software .

Software Process Improvement Framework forSoftware Outsourcing Based On CMMIMaster of Science Thesis in Software Engineering and ManagementZAHOOR UL ISLAMXIANZHONG ZHOUUniversity of GothenburgChalmers University of TechnologyDepartment of Computer Science and EngineeringGöteborg, Sweden, August 2011

The Author grants to Chalmers University of Technology and University of Gothenburgthe non-exclusive right to publish the Work electronically and in a non-commercialpurpose make it accessible on the Internet.The Author warrants that he/she is the author to the Work, and warrants that the Workdoes not contain text, pictures or other material that violates copyright law.The Author shall, when transferring the rights of the Work to a third party (for example apublisher or a company), acknowledge the third party about this agreement. If the Authorhas signed a copyright agreement with a third party regarding the Work, the Authorwarrants hereby that he/she has obtained any necessary permission from this third partyto let Chalmers University of Technology and University of Gothenburg store the Workelectronically and make it accessible on the Internet.Software Process Improvement Framework for Software Outsourcing Based OnCMMIZAHOOR UL ISLAMXIANZHONG ZHOU ZAHOOR UL ISLAM, August 2011. XIANZHONG ZHOU, August 2011.Examiner: ROBERT FELDTUniversity of GothenburgChalmers University of TechnologyDepartment of Computer Science and EngineeringSE-412 96 GöteborgSwedenTelephone 46 (0)31-772 1000Department of Computer Science and EngineeringGöteborg, Sweden August 2011

ABSTRACTProcess improvement in software outsourcing is of growing concern for many reasons such assuccessful delivery of projects. Software outsourcing companies are reluctant to adapt Processimprovement models and methods because of their complex structure and difficultimplementation methods. It has been observed that Improvement efforts in outsourcing companiesbased on process improvement frameworks which are designed for large organizations fails mostof the time. CMMI enable companies to enhance performance and rates the maturity of process.This master thesis focuses on identifying the key process areas for software outsourcing andprovides best practices and methods for improving a software process. The research will identifythe key problems related to process improvement in software outsourcing. The main objective isto develop a model based on CMMI, which can be used by software outsourcing companies inorder to implement process improvement activities. All the key activities required for processimprovement in software outsourcing are explained with proper guide lines. This dissertation metthese research aims through an extensive study of relevant literature and systematic review aboutCMMI, SPI and outsourcing. The research was based on the CMMI technical reports and casestudies about outsourcing projects. The research was divided into multiple phases in order toobtain the results. The mapping of Key process areas and problems is done by analyzing CMMIprocess area, their specific goals and specific practices. This research produced a number of keyfindings: Outsourcing case studies help in identifying the problems related to processimprovement. CMMI reports helped in identifying the key process areas for outsourcing projectsand helped in mapping of the problems and process areas. The main conclusions drawn from thisresearch were that current approaches for process improvement just provide the guidingprinciples to achieve maturity of the process which are not enough. The ambiguity of CMMI ismaking it difficult for outsourcing companies to adapt these practices on theoretical instructions.This research identifies the key process areas for outsourcing projects and providesimplementation methods in form of key activities which are to be implemented in order toimprove the maturity of the process.Keywords: Software Process improvement, Software outsourcing, CMMI, Key process Areas.i

ACKNOWLEDGMENTSWe would like to express our heartfelt gratitude to our parents and families for their prayers,moral support and sincere wishes for the completion of our work.We are also thankful to our Supervisor Mr. Per Zaring who helped and guided us to complete thisResearch and Master Thesis.We are thankful to our Teachers, class fellows and everyone who helped and guided us byproviding useful suggestions in the Research.ii

TABLE OF CONTENTSABSTRACT . iACKNOWLEDGMENTS . iiTABLE OF CONTENTS . iiiLIST OF TABLES . viLIST OF FIGURES . viiABBREVATIONS . viii1.INTRODUCTION . 11.1.Background . 11.2.Why CMMI . 11.3.Problem Statement . 11.4.Research Questions . 21.5.Research Focus . 21.6.Overall Research Aims and Individual Research Objectives. 21.7.Value of this Research. 21.8.Research Goals . 21.9.Structure of the Thesis. 21.8.1Why This Study Area is selected . 31.9.2.Chapter 2- Research . 31.8.3.Chapter 3- Software Process Improvement . 31.8.4.Chapter 4- Software Outsourcing . 31.8.5.Chapter 5- CMMI . 31.8.6.Chapter 6- Results and Discussions . 31.8.7.Chapter 7-Conclusion . 41.9.How the Report Could Be Read . 42.RESEARCH METHODOLOGY. 42.1.Research Questions . 42.2.Phase 1: Interpretation of CMMI . 52.3.Phase 2: Identify Problems in software Outsourcing process improvement . 62.4.Phase 3: Identify Key process Areas of CMMI for Outsourcing . 62.5.Phase 4: Design and Development . 63.SOFTWARE PROCESS IMPROVEMENT AND MODELS . 73.1.What is a Process. 73.2.What is a Software process . 73.2.1.Software Process- Objective . 83.3.What is Software process improvement . 83.4.Why SPI is Important . 83.5.SPI Life Cycle . 93.6.Software Process Improvement Models . 103.6.1.SIX SIGMA . 103.6.2.TickIT Guide ISO 9001 . 103.6.3.SPICE. 103.6.4.BOOTSTRAP. 103.6.5.CMMI . 104.SOFTWARE OUTSOURCING . 10iii

2.1.6.2.2.6.2.3.6.2.4.6.2.5.6.2.6.Introduction to Outsourcing . 10Outsourcing Background. 11Why Outsourcing is Important . 11Costs and Gains of Outsourcing . 12Case Study . 12CAPABILITY MATURITY MODEL INTERGRATION . 14Introduction . 14Process Improvement according to CMMI . 14History of CMMI . 14Evolution of CMMI . 15CMMI Framework . 15CMMI . 15CMMI for Development . 15Why Use CMMI . 15Process Areas . 16Structure of the Continuous and Staged Representation . 16Maturity level . 17Maturity level and process area . 17Continuous representation: . 17Component structure model . 18Capability level . 18Process area capability profile . 18Relationship between Goals and practices . 19Process Management . 19Project Management Process Areas . 19Engineering . 20Support . 20RESULTS . 20Model Proposal . 21Scope . 21Foundation of Model. 21Main Sections of The model . 21How to Use SPIMO-MODEL. 22Importance of SPIMO-MODEL . 22Excluded Areas . 22How SPIMO-MODEL can be used in Agile . 22Interpretation of CMMI . 22Problems identified in Outsourcing projects . 23Identifying the Key Process Areas . 26Software Process Improvement key Activities in Key Process Areas. . 27Requirement Management (REQM) . 27Project Planning (PP). 29Project Monitoring and Control (PMC) . 31Process and Product Quality Assurance (PPQA) . 32Configuration Management（CM） . 33Risk management（RSKM） . 36iv

6.3.Discussion . 376.4.Summary of Chapter . 387.CONCLUSION . 387.1.Future Work . 39REFERENCE . 40APPENDIX A: Key process areas defined by CMMI . 42APPENDIX B: Generic goals, generic practices and sub practices identified by CMMI 43APPENDIX C: Project plan . 47v

LIST OF TABLESTable 1. Process improvement components and purpose . 16Table 2 Process areas and their classifications . 16Table 3. Process Areas with Maturity Level and Category . 17Table 4. The Capability Levels . 18Table 5. Process of Key Activities. 21Table 6. Overall importance ratings of offshore outsourcing risks . 26Table 7. Mapping between Existing Problem and Corresponding Process Area . 27Table 8. Example of requirement change request . 29Table 9. Common configuration items of Software Configuration Management . 34Table 10. Probability of five level risks . 37Table 11. The effect of seven level risks . 37vi

LIST OF FIGURESFigure 1. Structure of Thesis. 4Figure 2. Design Methodology . 5Figure 3. . Research Methodology . 7Figure 4. Process . 7Figure 5. Software Process Improvement Framework . 8Figure 6. The Software Process Improvement Life Cycle (Wiegers 1999) . 9Figure 7. Top factors influencing decision outsource . 12Figure 8. Market survey of outsourcing . 12Figure 9. Use and Growth of Outsourcing: All sectors . 12Figure 10. Three Dimensions . 14Figure 11. CMMI History Chart . 14Figure 12. CMMI Components . 15Figure 13. CMMI model components in the staged representation . 16Figure 14. Structure Chart of staged maturity level . 17Figure 15. CMMI model components in the continuous representation . 18Figure 16. Process area capability profile . 19Figure 17. Basic Process Management Process Areas . 19Figure 18. Process of Key Activities . 21Figure 19. Architecture of the Model . 21Figure 20. Flows of process . 27Figure 21. Activities involved in REQM . 28Figure 22. The flows of change control . 28Figure 23. Activities involved in PP . 30Figure 24. Activities involved in PMC . 31Figure 25. Activities involved in PPQA . 33Figure 26. The content of SCM . 34Figure 27. The baseline of software configuration . 35Figure 28. Activities involved RSKM and project process . 36vii

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CMMI Capability Maturity Model Integration CMMI-ACQ CMMI for Acquisition CMMI-DEV CMMI for Development CMMI-SVC CMMI for Services COTS C ommercial off-the-shelf CSCI Computer software configuration ite