20080115 03 - Qualimétrie et CMMi dans les applications temps réel embarquées

3. 3 WAVECOM©2005.Allrightsreserved WAVECOM - Company Profile • A world leader in pre-packaged wireless communications solutions for automotive, industrial (machine-to-machine) and mobile professional applications • Publicly traded on the Euronext and Nasdaq exchanges • Headquartered in Paris with offices in Hong Kong (China), Beijing (China) Research Triangle Park, NC (USA), Farnborough (UK) • ~500 total employees 70% focused on R&D • Fabless model with outsourced production • A worldwide network of more than 40 value-added distributors

4. 4 WAVECOM©2005.Allrightsreserved Cellular Beyond Mobile Phones Home & Security (Alarms, Surveillance, …) Automotive (Firsts Mount & Aftermarket) Metering (Electricity, Water, Gas) Control & Monitoring (Signs, industrial, …) Sales & Payment (EMV, parking, kiosks, printers, …) Mobile Professional (Fixed Wireless Terminals) Honeywell, Securitas, Numerex, Telular, Jablotron JCDecaux, Schlumberger, Schneider, Sofrel Ingenico, Thales, Datecs, Newland BMW, Mercedes, Peugeot, Citroen, Fiat Group, Volvo, Opel, GM, Navman Isrkraemeco, Elster, ABB, Holley, Hualong, Wasion Psitek, Telular, Beetel, Linkwell, Jablocom

5. 5 WAVECOM©2005.Allrightsreserved Most Complete Offer in the Industry ® ®  SW Key figures – 35+ Millions installed based – 10+ Years Product life time – 3M+ SW line of code (~500K average per version) – 250+ AT commands – 220 Open AT APIs (38 services) – Millions of SW use cases and scenario

7. 7 WAVECOM©2005.Allrightsreserved WM Software Quality Improvement Program Objective – Define and implement a strategy to reach the CMMI Level 3 compliance – Complete and maintain the existing WM standard processes for software activities Roadmap – 1st step : CMMI2 deployment for French SW activities only – 2nd step : Worldwide CMMI2 convergence – 3rd step : Worldwide CMMI3 deployment Leadership to R&D Software department and supported by the Quality department CMMI-SW model version 1.2 used as reference

9. 9 WAVECOM©2005.Allrightsreserved CMMI : A Process Improvement Approach  CMMi® stands for Capability Maturity Model® Integration and it is a process improvement maturity model that has been developed by the Software Engineering Institute, SEI, at Carnegie Mellon.  It is important to note that CMMi defines what processes and activities need to be done and not how these processes and activities are done. The goal of CMMi is process improvement and CMMi can be thought of as a Software Process Improvement, SPI, framework.

10. 10 WAVECOM©2005.Allrightsreserved Maturity levels Scale Process unpredictable, poorly controlled and reactive Process characterized for projects and is often reactive Process characterized for the organization and is proactive Process measured and controlled Focus on process improvement Optimizing Quantitatively Managed Defined Initial Managed Optimizing Defined 1 2 3 4 5

11. 11 WAVECOM©2005.Allrightsreserved Categories of Process Areas Level 5 Optimizing "Continuous Process Improvement" CAR: Causal Analysis & Resolution OID: Organizational Innovation & Deployment 4 Quantitatively Managed "Quantitative Management" QPM: Quantitative Project Management OPP: Organizational Process Performance IPM: Integrated Project Management RD: Requirements Development OPF: Organizational Process Focus RSKM: Risk Management TS: Technical Solution DAR: Decision Analysis & Resolution OPD: Organizational Process Defintion IT*: Integrated Teaming PI: Product Integration ISM**: Integrated Supplier Management VER: Verification OEI*: Organizational Environment for Integration OT: Organizational Training VAL: Validation PP: Project Planning MA: Measurement & Analysis PMC: Project Monitoring & Control REQM: Requirements Management PPQA: Process & Product Quality Assurance SAM: Supplier Agreement Management CM: Configuration Management 1 Initial 3 Defined "Process Standardization" 2 Managed "Basic Project Management" CMMI Options: * with Integrated Product & Process Development (IPPD) ** with Supplier Sourcing (SS) Project Management Engineering Support Process Management

13. 13 WAVECOM©2005.Allrightsreserved Quality Leverage Points for the SEI PEOPLE PROCESS TECHNOLOGY Everyone realizes the importance of having a motivated, quality work force but...  ...even our finest people can’t perform at their best when the process is not understood or operating “at its best.” Major determinants of product cost, schedule, and quality “The quality of a product is largely determined by the quality of the process that is used to develop and maintain it.”

14. 14 WAVECOM©2005.Allrightsreserved SEI proposal : CMMI for SW Quality Improvement – Software metrics to be placed in the context of continuous improvement. – Measurement & Analysis: Basement for CMMI – The Quality Model: A true CMMI requirement • Causal relationship between the metrics and standards • Definition of the desired SW characteristics and how they are measured “Efficient standards leads to higher SW Product Quality” How demonstrate the Process Improvement ? « We can only understand & control what we can measure » – CMMI designed as an approach to SW Process Improvement – SQASQC playing a major role.

15. 15 WAVECOM©2005.Allrightsreserved SW Quality Assurance for CMMI (PPQA) – Objective • Ensure the standard compliance – Specificities • Removed from development activities • SW measure collection on Process Characteristics – Assuring that the agreed standards are used and are measuring the consequences of their use (Audits, Evidences collection) – The value of the standards is measured only by their consequence (Data, Interpretation & Experience) • Should have expertise in evaluating Software, via software measures – Measurement Usage • Evaluate the effectiveness (and cost) of the standards in order to implement continuous process improvement Assure that the standards are appropriate for the project and are correctly implemented.

16. 16 WAVECOM©2005.Allrightsreserved SW Quality Control for CMMI (PPQA and others) – Objective • Make sure the SW components were within acceptable “tolerances”, i.e. they did not vary from agreed specifications. – Specificities • Implies software testing • Could be integrated to others Dev Cycle activities (CM, UT, VER, VAL) • Not only referring to the functional requirements but also to the non- functional aspects of performance, robustness, etc – Measurement Usage • Value a SW characteristic into a SW product • Experience capitalization (when collected along the Dev life cycle) – Measure trends use for Interpretation Check that the project produces the required work products.

17. 17 WAVECOM©2005.Allrightsreserved Quality model Example Software metrics: The CMMI requirements - Must be measurable, can be quantified. - Must be related to one or more goals. . All measure can be justified - Must be performed periodically . Knowledge data base . Trends for analysis - Must be related to an Analysis method. . A SW metric alone has no sense. Need of an analysis method to be understandable.

18. 18 WAVECOM©2005.Allrightsreserved CMMI & Measurement : Some conclusions – Fundamental Best Practice for the CMMI model – Room for Measurement Analysis – Support the decision making for Improvement The CMMI Measurement Approach, structured & ambitious The Lesson Learnt, an important CMMI Practice – SW Product Characterization BUT NOT ONLY • Process oriented measures – Provided by SQA activity • Software Product oriented measures – Provided by SQC activity – Quantitative Management • Monitoring, Decisions and Choices based on reliable data – Continuous Improvement • Knowledge capitalization on both Product & Process: Organization experience • Tools for efficiency demonstration

19. 19 WAVECOM©2005.Allrightsreserved Standard Process Improvement Loop WM Process tracker Data recording WM Standard Processes database Project xxx Tailoring WM change meetings Projects Capitalization External Improvement Proposal WM records Database OPD IPM PP/PMC/RSKM CM / PPQA / MA OPF Department Documentation Project Documentation Development Plan Configuration Management Plan Product/process measures Audit/verification reports Lessons learned Project steering / risk sheets Project change control board

22. 22 WAVECOM©2005.Allrightsreserved WM Quality Model (partially) SW Product Quality : (Quality Control Production) SW Structure & Architecture Cyclomatic complexity V(g) / FP / ELoc SW Reliability Maturity Indicator / Unit Test coverage System Characteristics (constraint from Embedded & Real time Software) CPU / Latency Time / Memory mapping / Power consumption SW Project Execution Quality - Standard Compliance : (Quality Assurance Production) QA-Gates Results (Quality Check points) Project Quality Indicator (Standard compliance) Peer Review indicators SW Requirement Quality : (Quality Assurance Production) Volatility : Requirement Count / Count of Change

23. 23 WAVECOM©2005.Allrightsreserved WM PPQA Implementation: SQO Role • 1 person nominated (full time role) since July 2006 • Direct report to the SW Director • QA Gates animation - Project Quality Check points performed on regular basis during the SW development V-Cycle - Aimed at controlling the project development is respectful of the Standards and expected processes - Anomaly detected are managed through Team Track (DB Tool) under CCB authority - SW QA Checklist will be modified in regards with process improvement • SW Measures Monitoring • SW PCCB Monitoring

20080115 03 - Qualimétrie et CMMi dans les applications temps réel embarquées

20080115 03 - Qualimétrie et CMMi dans les applications temps réel embarquées

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20080115 03 - Qualimétrie et CMMi dans les applications temps réel embarquées