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Software Quality Assurance  S oftware  P rocess  I mprovement and  C apability D E termination Seminar:  Oana FEIDI Qualit...
What is SPICE? <ul><li>SPICE  – Software Process Improvement & Capability dEtermination </li></ul><ul><ul><ul><li>also kno...
The Goal of Process Assessment & Improvement  <ul><li>The goal of an improvement is to change an organization’s processes ...
SPICE Model’s Structure <ul><li>The reference model architecture for this assessment model is 2-dimensional </li></ul><ul>...
SPICE Model’s Structure <ul><ul><ul><li>Process dimension </li></ul></ul></ul><ul><ul><ul><ul><li>Characterized by set of ...
Process structure
Process structure
Capability Dimension overview Level 5 Optimizing process  Level 4 Predictable process Level 3 Established process Level 2 ...
Capability Level 1 & 2 <ul><li>Level 1 </li></ul><ul><li>Level 2 </li></ul><ul><li>The purpose of the process is generally...
Capability Level 3 <ul><li>A documented standard process with tailoring guidelines exists and is used in the project </li>...
Process Dimension overview <ul><li>Primary Life Cycle Processes Category </li></ul><ul><ul><li>Acquisition </li></ul></ul>...
Process Attributes Level Attributes <ul><li>Process innovation </li></ul><ul><li>Continuous optimization </li></ul><ul><li...
Measure capability levels <ul><li>The fulfillment of a process attribute (PA) is measured along a scale from 0 – 100% in t...
SPICE Assessments Planning Data collection Data analysis Process rating REPORT <ul><li>Assessment input:  </li></ul><ul><l...
SPICE Assessments results
Debate <ul><li>Let’s rate the base practices for ENG.8 (Software testing) in your organization </li></ul>
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Spice

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Spice

  1. 1. Software Quality Assurance S oftware P rocess I mprovement and C apability D E termination Seminar: Oana FEIDI Quality Manager – Continental Automotive
  2. 2. What is SPICE? <ul><li>SPICE – Software Process Improvement & Capability dEtermination </li></ul><ul><ul><ul><li>also known as ISO/IEC 15504 is an international standard for SW process assessments </li></ul></ul></ul><ul><ul><ul><li>Mainly used in Europe and Australia by the automotive industry </li></ul></ul></ul><ul><li>Goal </li></ul><ul><ul><ul><li>To provide assessment results that are repeatable, objective, comparable </li></ul></ul></ul><ul><li>Future </li></ul><ul><ul><ul><li>Automotive SPICE launched in April 2006 </li></ul></ul></ul><ul><ul><ul><li>its usage will increase mainly driven by HIS (Audi, BMW, Daimler Chrysler, Porsche, Volkswagen), Ford & Volvo, Fiat </li></ul></ul></ul><ul><ul><ul><li>Each OEM have different target level; if these are not met, then: </li></ul></ul></ul><ul><ul><ul><ul><li>Suppliers are requested to improve the development processes </li></ul></ul></ul></ul><ul><ul><ul><ul><li>In case of high risks/low capability levels, the suppliers are excluded from sourcing </li></ul></ul></ul></ul>
  3. 3. The Goal of Process Assessment & Improvement <ul><li>The goal of an improvement is to change an organization’s processes so that they achieve a higher ability to meet its businesses goals </li></ul><ul><li>Assessments deliver the input for any improvement by detecting strength and weaknesses in the organizations processes </li></ul><ul><li>Assessments are also a tool used by customers to ascertain the ability of their suppliers to meet their needs </li></ul>Process Assessment Rating Improvement
  4. 4. SPICE Model’s Structure <ul><li>The reference model architecture for this assessment model is 2-dimensional </li></ul><ul><ul><ul><li>Process dimension -> contains processes in groups </li></ul></ul></ul><ul><ul><ul><li>Process Capability dimension -> allows the capability of each process to be measured independently </li></ul></ul></ul>Processes Capability
  5. 5. SPICE Model’s Structure <ul><ul><ul><li>Process dimension </li></ul></ul></ul><ul><ul><ul><ul><li>Characterized by set of purpose statements which describe in measurable terms what has to be achieved in order to attain the defined purpose of the process </li></ul></ul></ul></ul><ul><ul><ul><li>Process Capability dimension </li></ul></ul></ul><ul><ul><ul><ul><li>Characterizes the level of capability that an organization unit has attained for a particular process or, </li></ul></ul></ul></ul><ul><ul><ul><ul><li>May be used by the organization as a target to be attained </li></ul></ul></ul></ul><ul><ul><ul><ul><li>Represent measurable characteristics necessary to manage a process and improve its capability to perform </li></ul></ul></ul></ul>
  6. 6. Process structure
  7. 7. Process structure
  8. 8. Capability Dimension overview Level 5 Optimizing process Level 4 Predictable process Level 3 Established process Level 2 Managed process Level 1 Performed process Base practices of the process are performed ad hoc and poorly controlled . Work products of the process are identifiable . Base practices of the process are planned and tracked . Products are conformed to standards and requirements . The process is managed and performed using a defined process . Projects are using a tailored version of the standard process. The process is performed consistently in practice within defined control limits. The quality of work products is quantitatively known . The process performance is optimized to meet current and future business needs.
  9. 9. Capability Level 1 & 2 <ul><li>Level 1 </li></ul><ul><li>Level 2 </li></ul><ul><li>The purpose of the process is generally achieved </li></ul><ul><li>Work products proof implementation of base practices </li></ul><ul><li>No documented process </li></ul><ul><li>No planning or checks of performance of the process </li></ul><ul><li>No quality requirements for work product are expressed </li></ul><ul><li>The performance of the process is planned and checked </li></ul><ul><li>The responsibility for developing the work products is assigned to a person or team </li></ul><ul><li>Requirements for the work products are identified, documented and traced </li></ul><ul><li>Work products are put under configuration management and quality assurance </li></ul><ul><li>No documented or defined process </li></ul>
  10. 10. Capability Level 3 <ul><li>A documented standard process with tailoring guidelines exists and is used in the project </li></ul><ul><li>Historical process performance data is gathered </li></ul><ul><li>Experience from the performance of the process is used for process improvement </li></ul><ul><li>Resources and needed infrastructure for the performance of the process are identified and made available </li></ul><ul><li>The process is not yet quantitatively understood or managed </li></ul><ul><li>Process improvement is reactive </li></ul>
  11. 11. Process Dimension overview <ul><li>Primary Life Cycle Processes Category </li></ul><ul><ul><li>Acquisition </li></ul></ul><ul><ul><li>Supply </li></ul></ul><ul><ul><li>Engineering: ENG.4 (Software requirements analysis), ENG.5 (Software design), ENG.6 ( Software construction ), ENG.7 (Software integration), ENG.8 ( Software testing ) </li></ul></ul><ul><li>Supporting Life Cycle Processes Category </li></ul><ul><ul><li>Support: SUP.1 ( Quality assurance ), SUP.2 ( Verification ), SUP.8 (Configuration management), SUP.10 (Change request management) </li></ul></ul><ul><li>Organizational Life Cycle Process Category </li></ul><ul><ul><li>Management: MAN.3 (Project Management), MAN.5 (Risk Management) </li></ul></ul><ul><ul><li>Process Improvement: PIM.3 (Process Improvement) </li></ul></ul><ul><ul><li>Reuse: REU.2 (Reuse program management) </li></ul></ul>
  12. 12. Process Attributes Level Attributes <ul><li>Process innovation </li></ul><ul><li>Continuous optimization </li></ul><ul><li>Process measurement </li></ul><ul><li>Process control </li></ul><ul><li>Process definition </li></ul><ul><li>Process deployment </li></ul><ul><li>Performance management </li></ul><ul><li>Work product management </li></ul><ul><li>Process performance </li></ul>Level 5 Level 4 Level 3 Level 2 Level 1
  13. 13. Measure capability levels <ul><li>The fulfillment of a process attribute (PA) is measured along a scale from 0 – 100% in the following predefined stages: </li></ul><ul><ul><li>N (not achieved): 0 – 15% </li></ul></ul><ul><ul><ul><li>The are no or only very limited indications of PA fulfillment </li></ul></ul></ul><ul><ul><li>P (partially achieved): 16 – 50% </li></ul></ul><ul><ul><ul><li>There are some indicators that the PA is implemented to the measured extent. In some aspects the process remains unpredictable, though. </li></ul></ul></ul><ul><ul><li>L (largely achieved): 51 – 85% </li></ul></ul><ul><ul><ul><li>There is evidence that the PA is implemented to the measured extend in a useful and systematic way. Process performance might still show some weaknesses </li></ul></ul></ul><ul><ul><li>F (fully achieved): 86 – 100% </li></ul></ul><ul><ul><ul><li>There is evidence for a complete and systematic PA execution to the measured extent. Process performance does not show any significant shortcomings due to the analyzed processes </li></ul></ul></ul>
  14. 14. SPICE Assessments Planning Data collection Data analysis Process rating REPORT <ul><li>Assessment input: </li></ul><ul><li>purpose </li></ul><ul><li>scope </li></ul><ul><li>constraints </li></ul><ul><li>qualified assessor </li></ul><ul><li>extended process definition </li></ul>Assessment Process <ul><li>Process model </li></ul><ul><li>process purpose </li></ul><ul><li>practices </li></ul><ul><li>Assessment instrument </li></ul><ul><li>process indicators </li></ul><ul><li>process management indicators </li></ul><ul><li>Assessment output </li></ul><ul><li>process capability level ratings </li></ul><ul><li>assessment record </li></ul>
  15. 15. SPICE Assessments results
  16. 16. Debate <ul><li>Let’s rate the base practices for ENG.8 (Software testing) in your organization </li></ul>

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