5 Part 5: V-Modell Reference Work Products

5.3 Products

5.3.13 Process Improvement

5.3.13.3 Organization-Specific Process Model

Process module: Introduction and Maintenance of an Organization-Specific Process Model

Responsible: Process Engineer (when using process module Introduction and Maintenance of an Organization-Specific Process Model)

Activity: Preparing, Introducing and Maintaining an Organization-Specific Process Model

Participating: Quality Manager, Coach

Purpose

The Product »Organization-Specific Process Model is the information source for all process-relevant aspects. It includes, e.g., process descriptions and »Training Documentation, supporting the use of processes within an organization. The Product »Organization-Specific Process Model may already be filled with contents by previous process improvements. After a revision, it will again be available for subsequent improvement projects.

The contents must be easily and simply accessible for all current and future projects. This can be realized, e.g., by an information turntable in the organization's intranet. This offers additional possibilities of providing further information, e.g. sample documents of projects or tips and tricks, to every process user and to establish discussion fora.

Is generated by

Assessment of a Process Model (see product dependency 4.2)

Depends on

Process Model Improvement Concept, Project Plan (see product dependency 5.10)

5.3.13.3.1 Process Descriptions

The »Process Descriptions include the information required for applying the necessary processes in the project. The layout of a process description shall be designed in accordance with the V-Modell. For a detailed description, refer to Section 1 »Fundamentals of the V-Modell.

The process description shall take into account any relevant national, international or organization-specific product and process standards. In addition, a styleguide should ensure a uniform terminology for all process descriptions. For additional specifications regarding process descriptions, refer to the »Realization Concept.

Exemplary Product Content

A process description may include the following elements:

• Participating roles
• Applied standards
• Initial and end criteria
• Initial and end products
• Decision Gates
• Products to be submitted to quality control measures
• Process interfaces, e.g. between process elements and with external processes

5.3.13.3.2 Metrics Catalog

The metrics catalog is intended to provide an organization-specific basis for the uniform use of »Metric, thus allowing a cross-project use of the results. It provides support in order to answer repeated project questions by tested and useful metrics.

Thus, the »Metrics Catalog provides a pool of metrics which could or should be used in all projects of an organization. A metrics describes a quantitative measure for a characteristic to be determined, e.g., time, cost and quality aspects of projects, products and processes.

For each metrics, the metrics catalog includes all data required for »Calculating and Analyzing Metrics. This comprises particularly the following:

• Measurement targets and the derived questions,
• definition of the metrics contributing to answering the questions and, thus, to achieving the measurement objectives,
• »Measurement Data Types and the required filing structures and procedures which provide the basis for calculating the metrics.

Exemplary Product Content

A metrics catalog may be structured and presented as follows:

List of Measurement Objectives and Derived Questions

The definition of objectives ensures that the metrics are defined in a target and target group oriented manner. The targets covered by metrics in the metric plan and the derived questions will be documented.

Metrics Description

The metrics are subdivided into chapters in accordance with their targets and aspects. A possible breakdown is shown in the following:

• Project metrics

  • Effort/cost metrics, e.g.

    • Cost trend plan as compared to actual state
    • Distribution of effort to each phase

  • Time metrics

    • Milestone trend PLAN as compared to ACTUAL state

• Product metrics

  • Quality metrics

    • Fault finding
    • Fault cycle time
    • Requirements stability
    • Review efficiency
    • Evaluation efficiency
    • Fault statistics
    • Code metrics
  • Performance
  • Acquirer satisfaction

• Process metrics

  • Review culture
  • Requirements stability
  • Review efficiency
  • Evaluation efficiency

Every metrics may be described, e.g., as follows:

• Title/name of metrics as identifier
• Target/aspect: which project target or aspect is covered by the metrics, which question is answered
• Explanation (if required): e.g., orientation (project, project phase, comparison between different projects, etc.), statements which may be derived from the metrics.

• Target group: recipients and users of the metrics.

  • This group comprises persons using the metrics for decision making. The users request the metrics evaluations or receive them within the scope of reports.
• Definition: calculation formula and textual description as to how the metrics will be generated from the measurement data types.
• Masurement data types: listing of the measurement data types which are used as basis for calculating the metrics.
• Evaluation: how often will the metrics be updated/prepared (e.g., monthly, every quarter, after every system test)

• Persons in charge:

  • of preparing the metrics: this person is responsible for preparing the metrics based on the defined data and on the specified date, e.g., for reporting purposes.
  • of providing data: this person is responsible for filing the measurement data in the specified filing structure
• Use: type of report or conference indicated in the metrics evaluation
• Presentation: Data on the presentation of the metrics in the metrics evaluation, e.g., diagram, table
• Experiences (optional): Remarks on suitability and limits of the metrics; how simple can the required data be provided/determined, what cannot be answered by the metrics

Description of Measurement DataTypes

Measurement data types are the input data required for calculating the metrics. They will be defined separately since there is an n:m relation between metrics and measurement data. The data measured actually are designated as measurement data, while the definition is designated as measurement data type.

The description of measurement data types includes, e.g., the following aspects:

• Title/name
• Textual description
• Measurement times
• Data source, e.g., evaluation reports, time recording tools, etc.
• Filing structure for measurement data, e.g., EXCEL table, fault database, time recording system
• Person in charge of recording and filing

5.3.13.3.3 Experience Base

The lessons learned reports of pilot projects, broadly introduced projects and all other projects will be prepared within the scope of a »Project Diary and collected in the »Experience Base. For reasons of data protection, it must be ensured that project data collected in the experience base are protected against unauthorized access.

The experience database shall include, but not be limited to, project and product data, design experiences, problems, faults, interactions, training state of the employees, feedback and proposals for improving processes and instructions as well as results and evaluations of the »Metric.

5.3.13.3.4 Training Concept

The Training Concept is intended to specify which training measures will be conducted in the entire organiization, and which training measures will be provided within the framework of individual projects. It is based on the training requirements of the individual projects. Organization-wide training measures meet the common demands of all projects. Additional training requirements are due to the strategic business objectives and activities within the framework of the introduction and maintenance of an organization-specific process model.

The »Training Concept describes the training requirements and the resulting training contents. In addition to the training contents, the required capability profiles of the instructors are defined. Moreover, the training concept specifies training methods, quality standards for training material and evaluation sheets for the courses, a training plan and the required resources, roles and responsibilities, taking into account the »Experience Base collected during the last process improvement cycle. The result is coordinated with all persons responsible for the implementation of the plan. Afterwards the training measures offered will be published in the organization. This applies to the training of the process team and to instructions within the scope of pilot projects and large-scale introduction.

5.3.13.3.5 Training Documentation

»Training Documentation are intended to provide the stakeholders during instructions with the necessary knowledge on the process employed in the project.

The training documents should be structured in such a way that they can first be used for instructing the stakeholders in a project for introducing and maintaining an organization-specific process model and inthe respective pilot project and can afterwards be integrated as standard training into the organization-wide training program.

The training documents are based on the stakholders' profiles describing the necessary knowledge of process subjects. The training requirements for individual subjects may be derived from these profiles. The »Training Concept will be developed accordingly. Process-relevant subjects for stakeholders participating in a project for introducing and maintaining an organization-specific process model include the following:

• Profound knowledge of the respective prozess areas, e.g., CM, QA, and of the project management for IT projects
• Profound knowledge of the basic process model
• Contents and structure of references and standards, e.g., CMMI®, ISO 900x
• Planning and control of development processes
• Development of a tailorable standard process
• Process management techniques, e.g., cause-effect diagrams and Pareto diagrams
• Development of instructions and training documents
• Execution of process instructions
• Definition, collection and evaluation of metrics
• Psychology of communicating the contents of processes
• Establishment of Process Teams
• Technology change within the organization
• Process modification procedures in the organization
• Coaching and knowledge of operational projects
• Moderator training.

The training activities are either prepared and executed internally or conducted by means of external instructors and courses.

5.3.13.3.6 Organization-specific Directives and Informations

»Organization-specific Directives and Informations include organization-wide specifications and requirements which shall be observed accordingly. Examples include joint quality management requirements, requirements posed on methods and standards to be applied, guidelines for the execution of formal decisions and specifications of the tools and technologies to be used.

5.3.13.3.7 Product Templates

Detailed product templates and sample products, e.g. document and programming templates, must be provided for all products to be developed within the scope of the process defined in the »Process Descriptions.