Software process improvement at Hughes Aircraft

Humphrey, Watts S.; Snyder, Terry; Willis, Ronald R.

doi:10.1109/52.300031

Cited by 257 publications

(95 citation statements)

References 4 publications

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“…Previous software process experience is often considered an indicator of success (Humphrey et al, 1991). By contrast, previous negative experience of SPI can act as a de-motivator for practitioners towards implementing change.…”

Section: Software Development Managermentioning

confidence: 99%

The influence of managerial experience and style on software development process

Coleman

O’Connor

2008

IJTPM

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This paper presents the results of a study of how software process and software process improvement is applied in actual practice in the software industry using the indigenous Irish software product industry as a test-bed. This study focuses on the role and influence of both the Company Founder and the Software Development Manager on the initial formation of software development process practices. The results of this study contain useful lessons for software entrepreneurs who need to make decisions about process and process change within their organisations as they grow.

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Section: Software Development Managermentioning

confidence: 99%

The influence of managerial experience and style on software development process

Coleman

O’Connor

2008

IJTPM

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“…We chose to work with the IGSI-ISM Benefits Model [17] and CMMI Version 1.2 [7] This is done as follows:…”

Section: Methodsmentioning

confidence: 99%

“…Examples of studies which illustrate increased ROI are Hughes Aircraft (Humphrey et al [7]), Boeing STS, a division of Boeing Inc. [8], Oklahoma City Air Logistics Center (OC-ALC) [9].…”

Section: Introductionmentioning

confidence: 99%

The Rosetta Stone Methodology – A Benefits-Driven Approach to SPI

McLoughlin

Richardson

2010

Communications in Computer and Information Science

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Abstract. The Rosetta Stone Methodology (RSM) has been developed which allows organizations to undertake Software Process Improvement (SPI) based on business-and organizational-driven goals and objectives. The methodology itself is fully customizable and allows organizations to make adjustments to the model where they feel it appropriate. To demonstrate the usefulness, appropriateness and practicality of this new approach, the Rosetta Stone IGSI-ISM to CMMI Instance mapping (RS-ICMMI) is developed. To aid in understanding, the Measurement and Analysis (MA) process area is used as an example of how to apply the methodology. The Rosetta Stone Methodology and the RS-ICMMI instance have been validated by experts.

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“…The SEI model allows the project manager to track the actual and planned expenditure of personnel resources. The manager then uses other indicators; such as, progress, cost and quality, to interpret the data, This approach was adopted by Hughes Aircraft to assess process improvement [20]. This method is used to control projects and therefore can not be used to control organisation-wide quality improvement.…”

Section: Definition Of the Frameworkmentioning

confidence: 99%

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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Software process improvement at Hughes Aircraft

Cited by 257 publications

References 4 publications

The influence of managerial experience and style on software development process

The influence of managerial experience and style on software development process

The Rosetta Stone Methodology – A Benefits-Driven Approach to SPI

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

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