Process improvement and the corporate balance sheet

Dion, R.

doi:10.1109/52.219618

Cited by 166 publications

(59 citation statements)

References 4 publications

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“…It is envisaged that the framework could be used over time in parallel with software process assessment as an indicator of process improvement, similar to Raytheon Equipment Division [12]. The advantage of this framework is not only that it can be used for internal quantitative analysis but it can also be a very useful benchmarking tool.…”

Section: Discussionmentioning

confidence: 99%

“…This is still a very conservative figure, it would certainly be much higher taking into consideration the amount of time programmers spend "debugging", if they were to give an honest estimate! The Raytheon study reported [12] that at level one prevention costs were approximately 5%. lbis organisation was assessed at a level one and Figure 4 shows a detailed breakdown of Appraisal costs.…”

Section: Research Findingsmentioning

confidence: 99%

“…This can be achieved by measuring Quality Costs. Software development organisations are already using process assessment methods and quality cost data to measure process improvement and highlight areas for improvement [12]. In 1993 Raytheon reported that they had evolved from a level I (on the CMM 5-point scale of capability) in 1988 to a level 3 in 1993.…”

Section: Quality Costs As a Measure Of Process Improvementmentioning

confidence: 99%

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Measuring Process Improvement: Integrating Software Process Assessment With Quality Cost Evaluation

Neilson

Rout

1995

Software Quality and Productivity

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This paper reports an extension of a commonly used method for Software Process Assessment by incorporating a detailed breakdown and analysis of quality costs.The quality cost assessment is based on evaluating a set of baseline activities and corresponding indicators. The results of a case study indicate that the combination of software process assessment and quality cost measurement provides a good indication of the success of process improvement programs. L INTRODUCTIONIn 1990, Schulmeyer [I] declared that "we are in the midst of a software crisis", following a Price Waterhouse [2] study that revealed non-conformance costs accounted for over 50% of total effort. Schulmeyer [I] called for a "complete restructuring of the software development process" suggesting that the fundamental philosophies of Total Quality Management could be applied to software.TQM focuses on the process, describing an overall philosophy of continuous process improvement, working to the goal of continually improving the development process. The key notion of TQM is that increasing quality will decrease development costs and consequently increase productivity. Productivity increases as quality costs decrease because of less rework, fewer mistakes and fewer delays. Customers receive higher quality products at a lower cost causing the organisation to dominate the market.Quality costs are an effective means of controlling the process, ie. quantifying the disadvantages of poor quality and the benefits of quality improvement.The

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Section: Discussionmentioning

confidence: 99%

Section: Research Findingsmentioning

confidence: 99%

Section: Quality Costs As a Measure Of Process Improvementmentioning

confidence: 99%

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Measuring Process Improvement: Integrating Software Process Assessment With Quality Cost Evaluation

Neilson

Rout

1995

Software Quality and Productivity

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“…Since the introduction of computing systems, much of the functionality of enabling airborne and ground-based systems is performed by the software. Raytheon found that approximately 40% of the total budget for their software projects was rework [24]. Bell Labs and IBM studies have determined that 80% of all product defects are inserted in the requirements definition stage [25].…”

Section: Deliberate and Essential Designsmentioning

confidence: 99%

On the transition and migration of flight functions in the airspace system

Morris¹,

Young²

2012

2012 IEEE/AIAA 31st Digital Avionics Systems Conference (DASC)

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Since ~400 BC, when man first replicated flying behavior with kites, up until the turn of the 20th century, when the Wright brothers performed the first successful powered human flight, flight functions have become available to man via significant support from man-made structures and devices. Over the past 100 years or so, technology has enabled several flight functions to migrate to automation and/or decision support systems. This migration continues with the United States' NextGen and Europe's Single European Sky (a.k.a. SESAR) initiatives. These overhauls of the airspace system will be accomplished by accommodating the functional capabilities, benefits, and limitations of technology and automation together with the unique and sometimes overlapping functional capabilities, benefits, and limitations of humans. This paper will discuss how a safe and effective migration of any flight function must consider several interrelated issues, including, for example, shared situation awareness, and automation addiction, or overreliance on automation. A long-term philosophical perspective is presented that considers all of these issues by primarily asking the following questions: How does one find an acceptable level of risk tolerance when allocating functions to automation versus humans? How does one measure or predict with confidence what the risks will be? These two questions and others will be considered from the two most-discussed paradigms involving the use of increasingly complex systems in the future: "humans as operators" and "humans as monitors."

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“…O segundo impasse, acrescenta Dion (1993), reside em caracterizar objetivamente o que é um processo efetivo de melhoria, sem se perder em um conjunto extenso de detalhes metodológicos que impeça à organização fazer uso dele.…”

Section: O Seis Sigma Na Melhoria De Processos De Softwareunclassified

A contribuição do Seis Sigma para a melhoria dos processos de software.

Tonini¹

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Process improvement and the corporate balance sheet

Cited by 166 publications

References 4 publications

Measuring Process Improvement: Integrating Software Process Assessment With Quality Cost Evaluation

Measuring Process Improvement: Integrating Software Process Assessment With Quality Cost Evaluation

On the transition and migration of flight functions in the airspace system

A contribuição do Seis Sigma para a melhoria dos processos de software.

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