1 漢龍資訊科技公司 提升資訊軟體品質 (cmmi) 計畫 執行副總經理 毛隆慶...

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漢龍資訊科技公司提升資訊軟體品質 (CMMI) 計畫

執行副總經理 毛隆慶

資料來源： Dr. Chaw-Kwei Hung 洪肇奎

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大綱

臺灣的競爭力 臺灣資訊產業發展情形 CMMI 簡要說明 臺灣 CMMI 推動與衝擊 CMMI 的誤解 未來規劃與建言 問題與討論

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臺灣的競爭力

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臺灣資訊產業發展情形 (1/6)

我國資訊國力 硬體強 軟體差 友善列印 【聯合新聞網 記者祁安國／報導】 IDC 昨日公布今年最新的全球「資訊社會指標」 (Information Society Index) ，我國在全球排名第 20 ，但在亞太地區不如香港、新加坡、韓國，我國號稱是資訊大國，可是這次公布的排行榜，透露出台灣只靠「硬」、欠缺「軟」，資訊教育和普及率在亞洲四小龍中敬陪末座。　

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臺灣資訊產業發展情形 (2/6)

Taiwan Information Industry Characteristics Small Companies – NO CM, QA, M&A, Training,..etc

　From MOEA

Information Service Companies : 5385

Organization Size: * Employee 500+ - 6* Employee 100-499 63* Employee 100- 5316 (98.7%)* Employee 5- 3393 (66.3%)

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臺灣資訊產業發展情形 (3/6)

Taiwan Information Industry Characteristics Region’s Unbalancing : Example 　

北區通訊產業聚落 86%

南區通訊產業聚落 10%

中區通訊產業聚落 4 %

From MOTC TAB 2004

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臺灣資訊產業發展情形 (4/6)

Taiwan’s System Life Cycle Processes Characteristics 　

PlanningRequirementsDesignQuality Assurance

Build

System IntegrationChange ControlRelease ControlVersion ControlMaintenance

TAIWAN

USA

臺灣資訊產業發展情形 (5/6) Light-Weight CMMI for Government Source Selection and Contract Process Monitori

ng Overview ( 政府委外作業與合約流程監控 概觀 ) 　

政府( 甲方 )

供應商( 乙方 )

採購計畫 供應商選擇與協議 追蹤與監控 交付與結案

軟體招標需求書(Request for Proposals, RFP)

* 需求 , 成本 , 時程

準備需求規劃書

合約

供應商協議

發展驗證 (Verification)Progress ReviewsMilestone Reviews

狀態回報里程碑審查

問題清單矯正措施

確認 (Validation)Acceptance Tests交付

客戶需求接受測試準則

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臺灣資訊產業發展情形 (6/6)

台灣採購流程的特性 (From Supplier Point of View )

– 軟體招標需求書 (Request for Proposal, RFP) Requirements 不明確 ?

– 軟體招標需求書的成本和時程不合理 ?– 專案執行追蹤、監控與驗收的問題 ?– 政府與供應商 雙方損失 (Government an

d Suppliers Both Failure) ?

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CMMI 簡要說明

Establish and Maintain Infrastructure for Software Engineering Required

Methodology

BusinessApplications

FunctionalApplications

Joint/CINCApplications

Service Applications

IntelligenceApplications

DomainCommunication

ComputerAviationMilitary

*

Infrastructure

Lack of Infrastructure Investment!!

System EngineeringSoftware Engineering

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CMMI 簡要說明 (1/9)

Establish and Maintain Infrastructure Required

Software engineering is a core capability and a key enabling technology necessary for the support of the information systems project.

For More Information About Active International Software Process Improvement Networks (SPINs)

   http://www.sei.cmu.edu/collaborating/spins/spins.intl.active.html#org-t  Asia-Pacific

– Taiwan Taiwan, Tainan Web: http;//www.spin-stw.org.tw Taiwan, Taipei E-Mail gwenliu@iii.org.tw

– China Beijing SPIN : bluenw2001@yahoo.com GuangDong Province: nlmzh@szsti.net Nanjing SPIN : danh@qaiindia.com Shanghai SPIN: asti@public.sta.net.cn Shenzhen SPIN: amitj@qaisia.com

– Japan Japan SPI Consortium : info@jaspic.jp

– Korea Korea SPIN: hahan@sitri.org

– Singapore Web: http://www.processworks.com.sg/spin.htm

– HongKong HongKong, Kowloon: Web: http://www. Hkcs.org.hk/hkspin.htm

– India– XXX

Modeling the Software Process

Decomposing the software process, it can be viewed as a set

of defect injection and defect removal activities.

DesignReview

Design Implementation

CodeReview

IntegrationTransition

To Customer

Defectsinjected

Defectsremoved

Defectsinjected

Defectsremoved

Defectsremoved

Defectsremoved

SoftwareRequirements

Defectsinjected

Req.Review

Defectsremoved

Fielded

Defectsremoved

Will HayesQuality Manager, SEI Appraisal Program

SEI - Software Life Cycle Phases Characteristics

0

50

100

150

200

250

300

SW Requirements

Design Implementation Integration Transition toCustomer

Fielded

Estimating Introduction & Detection

Will HayesQuality Manager, SEI Appraisal Program

Software Life Cycle Phases Characteristics

Number of CMMI Appraisal by Country

September 2005 Taiwan – 18 China – 62 Japan – 100 India – 104 USA – 365 United Kingdom – 29 Korea - 30

March 2005 Taiwan – 13 China – 34 Japan – 77 India – 70 USA – 280 United Kingdom – 25 Korea - 23

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CMMI 簡要說明 (9/9)

Summary of Organizational TrendsFor organizations that began their CMM-based

SPI effort in 1992 or later, the median time to

move from:maturity level 1 to 2 is 22 monthsmaturity level 2 to 3 is 19 monthsmaturity level 3 to 4 is 25 monthsmaturity level 4 to 5 is 13 months

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臺灣 CMMI 推動與衝擊 (1/4)

CMMI Culture Impacts– Leap Forward – By Pass Milestones– Non- Document– No Life-Cycle Cost Concepts– Review Culture ??? Peer Review? Milestone Revi

ew??– Rework?– XXX

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臺灣 CMMI 推動與衝擊 (2/4)

軟體有下列幾項特性– 看不見– 高 技術持續翻新– 度量非常不容易– 知識密集– 自動化工具欠缺– 人員能力成熟度影響至鉅

進度、品質、成本管控困難

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臺灣 CMMI 推動與衝擊 (3/4)

企業為何需要導入 CMMI(by 林榮珍 中冠資訊 )

– 全球化的競爭– 軟體將是一切產業的基礎建設– 資訊科技運用邊際效益的逐漸衰退– 企業間資訊整合是必然的趨勢– 企業必須再提昇資訊運用的效用，以縮短企業經營

反應的速度– CMMI 是確保軟體品質及效率的有效方法

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臺灣 CMMI 推動與衝擊 (4/4)

對軟體工程人才培養的期許(by 林榮珍 中冠資訊 )

– 軟體工程能力比技術能力的培養還重要– 訓練文件製作的習慣– 注重分析及歸納能力的訓練– 學會溝通及談判技巧– 整體的思考，但注重細節

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CMMI 的誤解 (1/7)

1. Creativity vs Process Creativity is one of the important themes for Nation

al scale projects. – One common misperception is that process is somehow the enemy of creativity. Thi

s is wrong. Process is not the opposite of creativity; it is the opposite of chaos.

Process creates discipline and repeatability by putting individual activities into a precise framework.

When organizations have process perspective, they can focus their creativity where it belongs in the content of their work rather than on the structure of their work

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CMMI 的誤解 (2/7)

2.Moving from ML 1 to ML 3 - Skip ML 2 At level 2, the focus is on projects. At level 3, two additional generic practices are implemented by level 2

process area – GP3.1 Establish a Defined process– GP3.2 Collect Improvement Information

At level 3, the emphasis shifts to the organization.– Best practices are gathered by MA( a long period) across the

organization (ML 2).– Processes are tailored as appropriate.– Engineering (RD, TS, PI, VER, VAL), Infrastructure (OPF, OPD, OT), Project (RSKM, Engineering (RD, TS, PI, VER, VAL), Infrastructure (OPF, OPD, OT), Project (RSKM,

IPM), Support (DAR)IPM), Support (DAR)– The organization supports the projects by establishing:

Common processes -Common processes does not necessarily mean one process. (Menu of Processes)

Common measurements Training

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CMMI 的誤解 (3/7)

3. Moving from ML 3 to ML 5 - Skip ML 4 ML4: Organizational Process Performance (OPP) and Quantitative

Project Management (QPM) GG 4: Institutionalize a Quantitatively Managed Process

– GP 4.1: Establish Quantitative Objectives for the ProcessGP 4.2: Stabilize Subprocess Performance

The process Performance Baselines include:– Individual process elements (ex. Rest-case inspection element, ML 2

and ML 3 )– Sequence of connected processes– Processes that cover the entire life of the project (Req. Management)– Process for developing individual work products

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CMMI 的誤解 (4/7)

4. CMMI for ODM/OEM ( Ex. India)– Japan is the Model – Better Quality, Inter

national Business,...

5. Small Organization– CMMI fit in the Small Organization – Tailoring– Collaboration of Companies– See SEI Report – Organization Size

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CMMI 的誤解 (5/7)

6. CMMI Appraisals Status Misconception

Branch Achieved CMMI ML 2 Only

All Company Achieved CMMI ML 2??????

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CMMI 的誤解 (6/7)

7. SCAMPI Practices Implementation Indicator (PII) ex. Affirmations– It is not answers to a pre-defined question

s– How CMMI work was done in the Organiza

tion Unit (OU) rather than the correct answers to the CMMI questions

– CMMI Practices

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CMMI 的誤解 (7/7)

8. Tools vs CMMI 通過 CMMI 評鑑 Collect “process requirements” for support tools an

d investigate possible short-term and long-term tool solutions.

工具是配合各流程使用，僅是『輔助』工作，流程的制定、產品開發設計能力的培養更為重要

Tools are neither a necessary conditions nor a sufficient conditions for OU 通過 CMMI 評鑑

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未來規劃與建言 (1/9)

1. Establish & Maintain Government Source Selection and Contract Process Monitoring

成立專家團隊發展 Light-Weight CMMI 的委外作業與合約流程監控指引 (Real-Life Example : NASA JPL Template)

對政府採購人員提供了解 CMMI 的訓練 選擇並執行先導計畫以獲得得執行 Light-Weight C

MMI 委外作業與合約流程監控的經驗 建立與執行知識有價

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未來規劃與建言 (2/9)

2. Establish and Maintain Taiwan Software Profile

IndustryProjects

AcademicTechnical Support

AcademicAnalysis & Packaging

Raw D

ata

Upd

ated

Req

uests

Models, Relationships, processes

Project information

Validated Data

Models, Relationships, analysis reports

Taiwan Software Cost Distribution(Very preliminary data)

QPM(4)

Maintenance Effort by Activity

Implementation25%

Quality Test24%Requirements

18%

Design20%

Other13%

Development Effort by Activity

Adaptation17%

Enhancement30%

Error Correction

22%

Test31%

A typical model useful in planningA typical model useful in planning

Requirement Specifications

19%

Design36%

Code23%

Previous Change

14%

Other8%

Software Defects at Taiwan

Source of Operational Defects(Data Not Yet Analyzed)

0

1

2

3

Year 1 of Operation After 3 Years

Err

ors

/ K

SL

OC

Operational Defect Rate(Partial Data)

One step toward defect avoidanceOne step toward defect avoidance

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未來規劃與建言 (5/9)

3. University Research Centers– Research in CMMI Maturity Level 4

and Maturity Level 5

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未來規劃與建言 (6/9)

Company#1

Company#2

Company#N

* CMMI 評鑑輔導 – SEI SCAMPI•BEST •For Small Companies integrating for CMMI Promotion

*CMMI Promotion &*BEST

4. 垂直分工 & 水平整合

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未來規劃與建言 (7/9)

5. 加強國際化，引進國外計畫讓臺灣具有 CMMI 認證的公司能夠有機會接受案子

– Ex. Promote Out-Sourcing Opportunity from USA to Taiwan’s CMMI 認證的公司

– III, ITRI and Chunghwa Telecom.should provide the driving forces ex. Any project 60% outsourcing to industry

專業分工 Provide Products and Services Quality Control - CMMI Standa

rd

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未來規劃與建言 (8/9)

6. 研究 Freeware Software Tools (Save Cost for Industry)

– CM Tool - CVS– MA Tool - PSM– XX

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未來規劃與建言 (9/9)

解決方案 – CMMI規劃需求設計品質保證

發展 測試變更控制 (Control Change)發行控制 (Release Control)版本控制 (Version Control)維護

CMMI 的目標是提升軟體工程的執行，使得專案能更有效的完成和交付

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問題與討論

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簡報完畢