The document discusses project planning measures in the Capability Maturity Model Integration (CMMI). It applies the Goal Question Metric (GQM) approach to identify measures for the three specific goals and fourteen specific practices of the Project Planning process area in CMMI. The paper defines questions and measures related to each specific practice by following the three steps of GQM: defining goals, generating quantifiable questions, and defining measures to answer the questions. The identified measures are intended to help evaluate and control software products and processes.
Project monitoring and control measures in cmmiijcsit
Project monitoring and control process is an important process in developing any computer information
system. Monitoring and Control provides an understanding of the project’s progress so that when the
project deviates significantly from the plan appropriate corrective actions can be taken. This research will
identify general measures for the specific goals and its specific practices of Project Monitoring and
Control Process Area in Capability Maturity Model Integration (CMMI). CMMI is developed in USA by
Software Engineering Institute (SEI) in Carnegie Mellon University. CMMI is a framework for assessment
and improvement of computer information systems. The procedure we used to determine the measures is to
apply the Goal Questions Metrics (GQM) approach to the two specific goals and its ten specific practices
of Project Monitoring and Control Process Area in CMMI.
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
Integrated Project Management Measures in CMMIijcsit
Project management is quite important to execute projects effectively and efficiently. Project management
is vital to projects success. The main challenge of project management is to achieve all project goals,
taking into consideration time, scope, budget constraints, and quality. This paper will identify general
measures for the two specific goals and its ten specific practices of Integrated Project management Process
Area in Capability Maturity Model Integration (CMMI). CMMI is a framework for improvement and
assessment of computer information systems. The method we used to define the measures is to apply the
Goal Questions Metrics (GQM) paradigm to the two specific goals and its ten specific practices of
Integrated Project management Process Area in CMMI.
7.significance of software layered technology on size of projects (2)EditorJST
The objective of the software engineering is committed to build software projects within the budget, time and required quality. Software engineering is a layered paradigm comprised of process, methods, tools and quality focus as bedrock to develop the product. Software firms build software projects of varying sizes constrained on resources, time and functional requirement. Impact of software engineering layered technology may vary according to the size of the projects during their development. Quantitative evaluation of layer significance on size of the software project could be categorized as a complex task because it involves a collective decision on multiple criteria. Analytic Hierarchy Process (AHP) provides an effective quantitative approach for finding the significance of software layered technology on size of the projects. This paper presents the estimations through quantitative approach on real time data collected from several software firms. These findings help for a better project management with respect to the cost, time and resources during building a software project.
Activity schedule and affective control of component based projecteSAT Journals
Abstract Abstract The overall performance of any organizations depends on the way the project is managed and scheduled. The successful implementation of one or two big or complex project does not indicate that this organization will perform In the same way in future. Component based implementation of software development projects in the automotive industry have to face the rapid strategies for the use of the latest technologies that would provide the success of this type of projects, namely the frequency of change requirements during the life cycle. The cost and time for software testing was analyzed and to avoid delays in the project and more to cope with disturbances caused by changing requirements in the each phase of the project life cycle. Using of Component Based Software Engineering(CBSE) in software company, the implementation of any software project has become easy but the integration of available component or their use is the not only skill of project manager but the delivery of project in time is a required.. The project manager ensure the success of their project as a competitive advantage and establish such a system which will work with limited resources and available time. The project management tools and techniques i.e. Critical Path Methods(CPM) or Program Evaluation and Review Techniques (PERT) are used in reality as the most valuable and are planned to be used in the component based software testing system. This research result point out that there is a huge difference between planned and unplanned testing project. It also shows that the time of testing can be reduced with increase of cost of failure as a result the company may decide the benefit from that project. Analysis of the results allows to determine dependencies between level of company’s maturity level in project management, used project management tools and techniques, and values gained by the company from project management time to time with measured risk factor. Key Words: K Component Base Software Engineering(CBSE), CPM, PERT, Project life cycle, planned or unplanned project
Lightweight processes are beginning to replace more formal methods. The motivation for this transition is based on many factors. The Internet, time to market, cost reduction, quality increases, market pressures, as well as the popularization of these programming methods. This series of articles will investigate the various lightweight methods, their impact on the management of software development projects and the processes by which managers can determine the appropriateness and usefulness of the various processes. The definition of a lightweight Process is more difficult than it would first appear. This article outlines the foundations of a heavyweight process and describes the appropriate pieces that can be converted to lightweight.
Project monitoring and control measures in cmmiijcsit
Project monitoring and control process is an important process in developing any computer information
system. Monitoring and Control provides an understanding of the project’s progress so that when the
project deviates significantly from the plan appropriate corrective actions can be taken. This research will
identify general measures for the specific goals and its specific practices of Project Monitoring and
Control Process Area in Capability Maturity Model Integration (CMMI). CMMI is developed in USA by
Software Engineering Institute (SEI) in Carnegie Mellon University. CMMI is a framework for assessment
and improvement of computer information systems. The procedure we used to determine the measures is to
apply the Goal Questions Metrics (GQM) approach to the two specific goals and its ten specific practices
of Project Monitoring and Control Process Area in CMMI.
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
Integrated Project Management Measures in CMMIijcsit
Project management is quite important to execute projects effectively and efficiently. Project management
is vital to projects success. The main challenge of project management is to achieve all project goals,
taking into consideration time, scope, budget constraints, and quality. This paper will identify general
measures for the two specific goals and its ten specific practices of Integrated Project management Process
Area in Capability Maturity Model Integration (CMMI). CMMI is a framework for improvement and
assessment of computer information systems. The method we used to define the measures is to apply the
Goal Questions Metrics (GQM) paradigm to the two specific goals and its ten specific practices of
Integrated Project management Process Area in CMMI.
7.significance of software layered technology on size of projects (2)EditorJST
The objective of the software engineering is committed to build software projects within the budget, time and required quality. Software engineering is a layered paradigm comprised of process, methods, tools and quality focus as bedrock to develop the product. Software firms build software projects of varying sizes constrained on resources, time and functional requirement. Impact of software engineering layered technology may vary according to the size of the projects during their development. Quantitative evaluation of layer significance on size of the software project could be categorized as a complex task because it involves a collective decision on multiple criteria. Analytic Hierarchy Process (AHP) provides an effective quantitative approach for finding the significance of software layered technology on size of the projects. This paper presents the estimations through quantitative approach on real time data collected from several software firms. These findings help for a better project management with respect to the cost, time and resources during building a software project.
Activity schedule and affective control of component based projecteSAT Journals
Abstract Abstract The overall performance of any organizations depends on the way the project is managed and scheduled. The successful implementation of one or two big or complex project does not indicate that this organization will perform In the same way in future. Component based implementation of software development projects in the automotive industry have to face the rapid strategies for the use of the latest technologies that would provide the success of this type of projects, namely the frequency of change requirements during the life cycle. The cost and time for software testing was analyzed and to avoid delays in the project and more to cope with disturbances caused by changing requirements in the each phase of the project life cycle. Using of Component Based Software Engineering(CBSE) in software company, the implementation of any software project has become easy but the integration of available component or their use is the not only skill of project manager but the delivery of project in time is a required.. The project manager ensure the success of their project as a competitive advantage and establish such a system which will work with limited resources and available time. The project management tools and techniques i.e. Critical Path Methods(CPM) or Program Evaluation and Review Techniques (PERT) are used in reality as the most valuable and are planned to be used in the component based software testing system. This research result point out that there is a huge difference between planned and unplanned testing project. It also shows that the time of testing can be reduced with increase of cost of failure as a result the company may decide the benefit from that project. Analysis of the results allows to determine dependencies between level of company’s maturity level in project management, used project management tools and techniques, and values gained by the company from project management time to time with measured risk factor. Key Words: K Component Base Software Engineering(CBSE), CPM, PERT, Project life cycle, planned or unplanned project
Lightweight processes are beginning to replace more formal methods. The motivation for this transition is based on many factors. The Internet, time to market, cost reduction, quality increases, market pressures, as well as the popularization of these programming methods. This series of articles will investigate the various lightweight methods, their impact on the management of software development projects and the processes by which managers can determine the appropriateness and usefulness of the various processes. The definition of a lightweight Process is more difficult than it would first appear. This article outlines the foundations of a heavyweight process and describes the appropriate pieces that can be converted to lightweight.
The performance of an algorithm can be improved using a parallel computing programming approach. In this study, the performance of bubble sort algorithm on various computer specifications has been applied. Experimental results have shown that parallel computing programming can save significant time performance by 61%-65% compared to serial computing programming.
The DSS presented in this document is a tool that improves the effectiveness of the decision making process that results in estimating, planning, and adapting: the products (software architecture, design specifications and code ), the activities (designing architecture, defining design specifications, and producing code) , and the measures of goodness (number of known requirements met, degree of resilience to new requirements, and degree of reusability) of the design and implementation phases of a Software Development Life Cycle.
A Review and Analysis on Mobile Application Development Processes using Agile...IJORCS
Over a last decade, mobile telecommunication industry has observed a rapid growth, proved to be highly competitive, uncertain and dynamic environment. Besides its advancement, it has also raised number of questions and gained concern both in industry and research. The development process of mobile application differs from traditional softwares as the users expect same features similar to their desktop computer applications with additional mobile specific functionalities. Advanced mobile applications require assimilation with existing enterprise computing systems such as databases, legacy applications and Web services. In addition, the lifecycle of a mobile application moves much faster than that of a traditional Web application and therefore the lifecycle management associated therein must be adjusted accordingly. The Security and application testing are more stimulating and interesting in mobile application than in Web applications since the technology in mobile devices progresses rapidly and developers must stay in touch with the latest developments, news and trends in their area of work. With the rising competence of software market, researchers are seeking more flexible methods that can adjust to dynamic situations where software system requirements are changing over time, producing valuable software in short duration and within low budget. The intrinsic uncertainty and complexity in any software project therefore requires an iterative developmental plan to cope with uncertainty and a large number of unknown variables. Agile Methodologies were thus introduced to meet the new requirements of the software development companies. The agile methodologies aim at facilitating software development processes where changes are acceptable at any stage and provide a structure for highly collaborative software development. Therefore, the present paper aims in reviewing and analysing different prevalent methodologies utilizing agile techniques that are currently in use for the development of mobile applications. This paper provides a detailed review and analysis on the use of agile methodologies in the proposed processes associated with mobile application skills and highlights its benefit and constraints. In addition, based on this analysis, future research needs are identified and discussed.
Project Evaluation and Estimation in Software DevelopmentProf Ansari
Cost-benefit analysis
It mainly comprise two steps
Identify and estimating all of the costs and benefits of carrying out the project and operating the delivered application.
Expressing these costs and benefits in common units
We need to evaluate the net benefit, that is, the difference between the total benefit and the total benefit and the total cost of creating and operating the system.
We can categorize cost according to where they originate in the life of the project.
DETECTION AND REFACTORING OF BAD SMELL CAUSED BY LARGE SCALEijseajournal
Bad smells are signs of potential problems in code. Detecting bad smells, however, remains time
consuming for software engineers despite proposals on bad smell detection and refactoring tools. Large
Class is a kind of bad smells caused by large scale, and the detection is hard to achieve automatically. In
this paper, a Large Class bad smell detection approach based on class length distribution model and
cohesion metrics is proposed. In programs, the lengths of classes are confirmed according to the certain
distributions. The class length distribution model is generalized to detect programs after grouping.
Meanwhile, cohesion metrics are analyzed for bad smell detection. The bad smell detection experiments of
open source programs show that Large Class bad smell can be detected effectively and accurately with this
approach, and refactoring scheme can be proposed for design quality improvements of programs.
Automatically inferring structure correlated variable set for concurrent atom...ijseajournal
The at
omicity of correlated variables is
quite tedious and error prone for programmers to explicitly infer
and specify in
the multi
-
threaded program
. Researchers have studied the automatic discovery of atomic set
programmers intended, such as by frequent itemset
mining and rules
-
based filter. However, due to the
lack
of inspection of inner structure
,
some
implicit sematics
independent
variables intended by user are
mistakenly
classified to be correlated
. In this paper, we present a
novel
simplification method for
program
dependency graph
and the corresponding graph
mining approach to detect the set of variables correlated
by logical structures in the source code. This approach formulates the automatic inference of the correlated
variables as mining frequent subgra
ph of
the simplified
data and control flow dependency graph. The
presented simplified
graph representation of program dependency is not only robust for coding style’s
varieties, but also essential to recognize the logical correlation. We implemented our me
thod and
compared it with previous methods on the open source programs’ repositories. The experiment results
show that our method has less false positive rate than previous methods in the development initial stage. It
is concluded that our presented method
can provide programmers in the development with the sufficient
precise correlated variable set for checking atomicity
THE UNIFIED APPROACH FOR ORGANIZATIONAL NETWORK VULNERABILITY ASSESSMENTijseajournal
The present business network infrastructure is quickly varying with latest servers, services, connections,
and ports added often, at times day by day, and with a uncontrollably inflow of laptops, storage media and
wireless networks. With the increasing amount of vulnerabilities and exploits coupled with the recurrent
evolution of IT infrastructure, organizations at present require more numerous vulnerability assessments.
In this paper new approach the Unified process for Network vulnerability Assessments hereafter called as
a unified NVA is proposed for network vulnerability assessment derived from Unified Software
Development Process or Unified Process, it is a popular iterative and incremental software development
process framework.
STATISTICAL ANALYSIS FOR PERFORMANCE COMPARISONijseajournal
Performance responsiveness and scalability is a make-or-break quality for software. Nearly everyone runs into performance problems at one time or another. This paper discusses about performance issues faced during Pre Examination Process Automation System (PEPAS) implemented in java technology. The challenges faced during the life cycle of the project and the mitigation actions performed. It compares 3 java technologies and shows how improvements are made through statistical analysis in response time of the application. The paper concludes with result analysis.
The performance of an algorithm can be improved using a parallel computing programming approach. In this study, the performance of bubble sort algorithm on various computer specifications has been applied. Experimental results have shown that parallel computing programming can save significant time performance by 61%-65% compared to serial computing programming.
The DSS presented in this document is a tool that improves the effectiveness of the decision making process that results in estimating, planning, and adapting: the products (software architecture, design specifications and code ), the activities (designing architecture, defining design specifications, and producing code) , and the measures of goodness (number of known requirements met, degree of resilience to new requirements, and degree of reusability) of the design and implementation phases of a Software Development Life Cycle.
A Review and Analysis on Mobile Application Development Processes using Agile...IJORCS
Over a last decade, mobile telecommunication industry has observed a rapid growth, proved to be highly competitive, uncertain and dynamic environment. Besides its advancement, it has also raised number of questions and gained concern both in industry and research. The development process of mobile application differs from traditional softwares as the users expect same features similar to their desktop computer applications with additional mobile specific functionalities. Advanced mobile applications require assimilation with existing enterprise computing systems such as databases, legacy applications and Web services. In addition, the lifecycle of a mobile application moves much faster than that of a traditional Web application and therefore the lifecycle management associated therein must be adjusted accordingly. The Security and application testing are more stimulating and interesting in mobile application than in Web applications since the technology in mobile devices progresses rapidly and developers must stay in touch with the latest developments, news and trends in their area of work. With the rising competence of software market, researchers are seeking more flexible methods that can adjust to dynamic situations where software system requirements are changing over time, producing valuable software in short duration and within low budget. The intrinsic uncertainty and complexity in any software project therefore requires an iterative developmental plan to cope with uncertainty and a large number of unknown variables. Agile Methodologies were thus introduced to meet the new requirements of the software development companies. The agile methodologies aim at facilitating software development processes where changes are acceptable at any stage and provide a structure for highly collaborative software development. Therefore, the present paper aims in reviewing and analysing different prevalent methodologies utilizing agile techniques that are currently in use for the development of mobile applications. This paper provides a detailed review and analysis on the use of agile methodologies in the proposed processes associated with mobile application skills and highlights its benefit and constraints. In addition, based on this analysis, future research needs are identified and discussed.
Project Evaluation and Estimation in Software DevelopmentProf Ansari
Cost-benefit analysis
It mainly comprise two steps
Identify and estimating all of the costs and benefits of carrying out the project and operating the delivered application.
Expressing these costs and benefits in common units
We need to evaluate the net benefit, that is, the difference between the total benefit and the total benefit and the total cost of creating and operating the system.
We can categorize cost according to where they originate in the life of the project.
DETECTION AND REFACTORING OF BAD SMELL CAUSED BY LARGE SCALEijseajournal
Bad smells are signs of potential problems in code. Detecting bad smells, however, remains time
consuming for software engineers despite proposals on bad smell detection and refactoring tools. Large
Class is a kind of bad smells caused by large scale, and the detection is hard to achieve automatically. In
this paper, a Large Class bad smell detection approach based on class length distribution model and
cohesion metrics is proposed. In programs, the lengths of classes are confirmed according to the certain
distributions. The class length distribution model is generalized to detect programs after grouping.
Meanwhile, cohesion metrics are analyzed for bad smell detection. The bad smell detection experiments of
open source programs show that Large Class bad smell can be detected effectively and accurately with this
approach, and refactoring scheme can be proposed for design quality improvements of programs.
Automatically inferring structure correlated variable set for concurrent atom...ijseajournal
The at
omicity of correlated variables is
quite tedious and error prone for programmers to explicitly infer
and specify in
the multi
-
threaded program
. Researchers have studied the automatic discovery of atomic set
programmers intended, such as by frequent itemset
mining and rules
-
based filter. However, due to the
lack
of inspection of inner structure
,
some
implicit sematics
independent
variables intended by user are
mistakenly
classified to be correlated
. In this paper, we present a
novel
simplification method for
program
dependency graph
and the corresponding graph
mining approach to detect the set of variables correlated
by logical structures in the source code. This approach formulates the automatic inference of the correlated
variables as mining frequent subgra
ph of
the simplified
data and control flow dependency graph. The
presented simplified
graph representation of program dependency is not only robust for coding style’s
varieties, but also essential to recognize the logical correlation. We implemented our me
thod and
compared it with previous methods on the open source programs’ repositories. The experiment results
show that our method has less false positive rate than previous methods in the development initial stage. It
is concluded that our presented method
can provide programmers in the development with the sufficient
precise correlated variable set for checking atomicity
THE UNIFIED APPROACH FOR ORGANIZATIONAL NETWORK VULNERABILITY ASSESSMENTijseajournal
The present business network infrastructure is quickly varying with latest servers, services, connections,
and ports added often, at times day by day, and with a uncontrollably inflow of laptops, storage media and
wireless networks. With the increasing amount of vulnerabilities and exploits coupled with the recurrent
evolution of IT infrastructure, organizations at present require more numerous vulnerability assessments.
In this paper new approach the Unified process for Network vulnerability Assessments hereafter called as
a unified NVA is proposed for network vulnerability assessment derived from Unified Software
Development Process or Unified Process, it is a popular iterative and incremental software development
process framework.
STATISTICAL ANALYSIS FOR PERFORMANCE COMPARISONijseajournal
Performance responsiveness and scalability is a make-or-break quality for software. Nearly everyone runs into performance problems at one time or another. This paper discusses about performance issues faced during Pre Examination Process Automation System (PEPAS) implemented in java technology. The challenges faced during the life cycle of the project and the mitigation actions performed. It compares 3 java technologies and shows how improvements are made through statistical analysis in response time of the application. The paper concludes with result analysis.
Integrating profiling into mde compilersijseajournal
Scientific computation requires more and more performance in its algorithms. New massively parallel
architectures suit well to these algorithms. They are known for offering high performance and power
efficiency. Unfortunately, as parallel programming for these architectures requires a complex distribution
of tasks and data, developers find difficult to implement their applications effectively. Although approaches
based on source-to-source intends to provide a low learning curve for parallel programming and take
advantage of architecture features to create optimized applications, programming remains difficult for
neophytes. This work aims at improving performance by returning to the high-level models, specific
execution data from a profiling tool enhanced by smart advices computed by an analysis engine. In order to
keep the link between execution and model, the process is based on a traceability mechanism. Once the
model is automatically annotated, it can be re-factored aiming better performances on the re-generated
code. Hence, this work allows keeping coherence between model and code without forgetting to harness the
power of parallel architectures. To illustrate and clarify key points of this approach, we provide an
experimental example in GPUs context. The example uses a transformation chain from UML-MARTE
models to OpenCL code.
E-commerce is an important business transaction system in the network age. However, the network
intrusion, malicious users, virus attack and system security vulnerabilities have continued to threaten the
operation of the e-commerce, making e-commerce security encounter serious test. In order to avoid system
security flaw and defect caused user great loss, how to reduce e-commerce security risk has become a topic
worthy of further exploration. In this paper, the critical security requirement for the e-commerce system is
investigated and deduced the compliance, availability and manageability quality characteristics for ecommerce
software security requirement. Applying the quantified quality characteristics and proposes a
Security Requirement Quality Measurement (SRQM) model. Based on SRQM model, the paper develops a
Security Requirement Quality Improvement (SRQI) procedure to identify problem and defect of security
requirement quality. And assist in timely to adjust and revise the defects of security requirement quality,
enhance the e-commerce security effectively.
Suggest an intelligent framework for building business process management [ p...ijseajournal
As companies enter into the digital world, information technology is playing a major role in bringing
process improvements to the forefront of business management. In the recent decades, many organizations
have struggled to redesign and improve their business processes to reduce their total cost. The main
contribution of this research study is to propose an intelligent framework that possesses the ability to
employ a database of best practices, business standards, and business activity history in order to permit the
manager to analyze and improve the design of the business processes.
In addition, the other objective of this research is to build a business process or workflow directly from its
process design logic in order to enable rapid process development and deployment. This procedure
requires some technical improvements of the business design, as it is mainly based on building the business
process using Microsoft Office Visio, which communicates the defined business process to the business
process management engine.
MANAGING AND ANALYSING SOFTWARE PRODUCT LINE REQUIREMENTSijseajournal
Modelling software product line (SPL) features plays a crucial role to a successful development of SPL.
Feature diagram is one of the widely used notations to model SPL variants. However, there is a lack of
precisely defined formal notations for representing and verifying such models. This paper presents an
approach that we adopt to model SPL variants by using UML and subsequently verify them by using firstorder
logic. UML provides an overall modelling view of the system. First-order logic provides a precise
and rigorous interpretation of the feature diagrams. We model variants and their dependencies by using
propositional connectives and build logical expressions. These expressions are then validated by the Alloy
verification tool. The analysis and verification process is illustrated by using Computer Aided Dispatch
(CAD) system.
Development of an expert system for reducing medical errorsijseajournal
Recent advances in patient safety have been hampered by the hard
dealing with the development of a
uniform classification of patient safety concepts
in a systematic way
.
Therefore, m
any believe that medical
expert systems have great potential to improve health care.
A framework for computer
-
based medical
errors diagnose
s of primary systems’ deficiencies is presented.
Results of this research assisted in
developing the hierarchical structure of the medical errors expert system which
was
written and complied
in CLIPS. It has
225
rules,
52
parameters and
830
conditional pa
ragraphs. The system prompts the user
for response with suggested input formats. The system checks the user input for consistency within the
given limits. In addition, the system was validated through numerous consultations with the experts in the
field.
The benefits that
are
gained from such types of expert system
s
are eliminating
the fear from dealing
with
personal mistake, and providing the up
-
date information and helps medical staff as a learning tool.
Program analysis is useful for debugging, testing and maintenance of software systems due to information
about the structure and relationship of the program’s modules . In general, program analysis is performed
either based on control flow graph or dependence graph. However, in the case of aspect-oriented
programming (AOP), control flow graph (CFG) or dependence graph (DG) are not enough to model the
properties of Aspect-oriented (AO) programs. With respect to AO programs, although AOP is good for
modular representation and crosscutting concern, suitable model for program analysis is required to
gather information on its structure for the purpose of minimizing maintenance effort. In this paper Aspect
Oriented Dependence Flow Graph (AODFG) as an intermediate representation model is proposed to
represent the structure of aspect-oriented programs. AODFG is formed by merging the CFG and DG, thus
more information about dependencies between the join points, advice, aspects and their associated
construct with the flow of control from one statement to another are gathered. We discussthe performance
of AODFG by analysing some examples of AspectJ program taken from AspectJ Development Tools
(AJDT).
Risk-driven and Business-outcome-focused Enterprise Security Architecture Fra...Craig Martin
Ana Kukec, Lead Enterprise Security Consultant, Enterprise Architects, Australia
The Open Group Architecture Forum and Security Forum agree that the coverage of security in TOGAF should be updated and improved. The understanding and focus of security architecture has moved from a threat-driven approach of addressing non-normative flaws through systems and applications to a risk-driven and business outcome-focused methodology of enabling a business strategy.
Following this trend, we defined fundamental characteristics of effective security architecture. 1) Capabilities are primary assets at risk, while information systems and technology components are secondary assets at risk supporting the primary assets. 2) Security requirements include the business aspects and not only the technology aspects of confidentiality, integrity and availability. 3) IT risk management is business-opportunity-driven. It requires understanding of risk appetite across business, information systems and technology architecture to manage security risks of vulnerabilities and compliance issues, which may arise at any layer of enterprise architecture in a business-outcome-focused way. 4) Security services are aligned to business drivers, goals and objectives, and managed in a risk-driven way.
Yet, there is no single security architecture development methodology to deliver these characteristics. We believe that existing information security standards and frameworks in a combination with the TOGAF are sufficient to meet the aforementioned fundamental characteristics of effective security architecture. However the challenge is in their integration. Our Enterprise Security Architecture Framework integrates key industry standards and best practices for information security and risk management, such as COBIT 5 for Information Security, ITILv3 Security Service Management, ISO/IEC 27000 and ISO/IEC 31000 families of standards, using the TOGAF Architecture Development Method and Content Meta-model as the key integrators. It is a pragmatic security architecture framework which establishes a common language between IT, security, risk and business organisations within an enterprise and ensures effective and efficient support of long-term security needs of both business and IT, with a risk-driven enterprise as a final outcome.
We will present a case study of the implementation of the aforementioned business-outcome-focused and risk-driven Enterprise Security Architecture Framework at the University of New South Wales.
Key takeaways:
-- Overview of a risk-driven and business-outcome-focused security architecture methodology seamlessly integrated with the TOGAF
-> Security strategic planning
-> Enterprise-wide compliance, internal (policies and standards) and external (laws and regulations
-> Business-opportunity driven management of security risk of threats, vulnerabilities and compliance issues across business, information systems and technology architecture
Process and product quality assurance are very important aspects in development of software. Process
and product quality assurance monitor the software engineering processes and methods to ensure quality.
It is the process of confirming and verifying that whether services and products meet the customer
expectation or not.
This research will identify general measures for the specific goals and its specific practices of Process and
Product Quality Assurance Process Area in Capability Maturity Model Integration (CMMI). CMMI is
developed by Software Engineering Institute (SEI) in Carnegie Mellon University in USA. CMMI is a
framework for assessment and improvement of computer information systems. The procedure we used to
determine the measures is to apply the Goal Questions Metrics (GQM) approach to the two specific goals
and its four specific practices of Process and Product Quality Assurance Process Area in CMMI.
Efficient Indicators to Evaluate the Status of Software Development Effort Es...IJMIT JOURNAL
Development effort is an undeniable part of the project management which considerably influences the
success of project. Inaccurate and unreliable estimation of effort can easily lead to the failure of project.
Due to the special specifications, accurate estimation of effort in the software projects is a vital
management activity that must be carefully done to avoid from the unforeseen results. However numerous
effort estimation methods have been proposed in this field, the accuracy of estimates is not satisfying and
the attempts continue to improve the performance of estimation methods. Prior researches conducted in
this area have focused on numerical and quantitative approaches and there are a few research works that
investigate the root problems and issues behind the inaccurate effort estimation of software development
effort. In this paper, a framework is proposed to evaluate and investigate the situation of an organization in
terms of effort estimation. The proposed framework includes various indicators which cover the critical
issues in field of software development effort estimation. Since the capabilities and shortages of
organizations for effort estimation are not the same, the proposed indicators can lead to have a systematic
approach in which the strengths and weaknesses of organizations in field of effort estimation are
discovered
STATISTICAL ANALYSIS OF METRICS FOR SOFTWARE QUALITY IMPROVEMENT ijseajournal
Software product quality can be defined as the features and characteristics of the product that meet the user needs. The quality of any software can be achieved by following a well defined software process. These software process results into various metrics like Project metrics, Product metrics and Process metrics. Software quality depends on the process which is carried out to design and develop software. Even though the process can be carried out with utmost care, still it can introduce some error and defects. Process metrics are very useful from management point of view. Process metrics can be used for improving the software development and maintenance process for defect removal and also for reducing the response
time.
This paper describes the importance of capturing the Process metrics during the quality audit process and also attempts to categorize them based on the nature of error captured. To reduce such errors and defects found, steps for corrective actions are recommended.
A Review of Agile Software Effort Estimation MethodsEditor IJCATR
Software cost estimation is an essential aspect of software project management and therefore the success or failure of a software
project depends on accuracy in estimating effort, time and cost. Software cost estimation is a scientific activity that requires knowledge of a
number of relevant attributes that will determine which estimation method to use in a given situation. Over the years various studies were done
to evaluate software effort estimation methods however due to introduction of new software development methods, the reviews have not
captured new software development methods. Agile software development method is one of the recent popular methods that were not taken
into account in previous cost estimation reviews. The main aim of this paper is to review existing software effort estimation methods
exhaustively by exploring estimation methods suitable for new software development methods.
A sustainable procedural method of software design process improvementsnooriasukmaningtyas
In practice, the software process is an intermediate phase for enhancement and improvements the design for different types of software products and help developers to converts the specified requirements into prototypes that implement the design into reality. The objective of this paper is to provide software developers, designers and software engineers who work in small companies with a standards-based process improvement using a procedural method technique including detailed steps for designing the small software systems into their companies. The method used in this paper includes 1) analysis four different types of commonly design processes used by industry such as CMMI, conventional or software process in ISO 19759, generic and engineering design processes. 2) mapping between those four design processes. 3) collect the dispersed design concepts proposed by those four processes. 4) proposed a sustainable procedural method of software design process improvements 5) Illustration of the applicability of the proposed approach using A template-based implementation. The primary result of this study is a guideline procedure with detailed steps for software design process improvements to help and guide developers in small companies to analyze and design a small software scales with limited cost and duration. In conclusion, this paper proposed a method to improve the design process for different kinds of the software systems using a templatebased implementation to reduce the cost, effort and time needed in the implementation phase in small companies. The scientific implication behind a template-based implementation helps the system and software engineering to use this template easily in their small companies; because most of the time those engineering developers are responsible for analyzing, designing, implementing and testing their software systems during the whole software life cycle.
An Agile Software Development FrameworkWaqas Tariq
Agility in software projects can be attained when software development methodologies attain to external factors and provide a framework internally for keeping software development projects focused. Developer practices are the most important factor that has to cope with the challenges. Agile development assumes a project context where the customer is actively collaborating with the development team. The greatest problem agile teams face is too little involvement from the customer. For a project to be agile, the developers have to cope with this lack of collaboration. Embracing changing requirements is not enough to make agile methods cope with business and technology changes. This paper provides a conceptual framework for tailoring agile methodologies to face different challenges. The framework is comprised of three factors, namely, developer practices, customer collaboration, and predicting change
IJERA (International journal of Engineering Research and Applications) is International online, ... peer reviewed journal. For more detail or submit your article, please visit www.ijera.com
Software projects mostly exceeds budget, delivered late and does not meet with the customer’s satisfaction for years. In the past, many traditional development models like waterfall, spiral, iterative, and prototyping methods are used to build the software systems. In recent years, agile models are widely used in developing the software products. The major reasons are – simplicity, incorporating the requirement changes at any time, light-weight approach and delivering the working product early and in short duration. Whatever the development model used, it still remains a challenge for software engineer’s to accurately estimate the size, effort and the time required for developing the software system. This survey focuses on the existing estimation models used in traditional as well in agile software development.
A case study of using the hybrid model of scrum and six sigma in software dev...IJECEIAES
The world of software engineering is constantly discovering new ways that lead to an increase in team performance in the production of software products and, at the same time, brings the customer's further satisfaction. With the advent of agile methodologies in software development, these objectives have been considered more seriously by software teams and companies. Due to their very nature, agile methodologies have the potential to be integrated with other methodologies or specific managerial approaches defined in line with agility objectives. One of the cases is Six Sigma, which is used in organizations by focusing on organizational change and process improvement. In the present study, attempts were made to present the hybrid software development approach, including Scrum, as the most common agile and Six Sigma methodology. This approach was practically used in a case study, and the obtained results were analyzed. The results of this evaluation showed that this hybrid method could lead to the increased team performance and customer satisfaction. However, besides these two achievements, an increase in the number of re-works, number of defects discovered, and the duration of the project implementation were also observed. These cases are in line with the main objectives of Scrum and Six Sigma and are justifiable and acceptable due to achieving those objectives.
FISHBONE ANALYSIS ON WASTES IN SOFTWARE DEVELOPMENT USING THE LEAN I.T. PRINC...ecij
The transformative global economy posed challenges to businesses in service management. In this computing age, the perceptual and operational edge of a certain business or organization manifested on the kind of technology it offers in the Service Management. Organizations have long recognized the
importance of managing key resources such as people and information. Information has now moved to its rightful place as a key resource in the organization and therefore management of the same can be instituted by employing methodology. To keep their brand promise, technology has been used;The number of new entrants to every sectors of economy has grown significantly in recent years, and each firm strives to make their daily operation efficient in which demand for business software or application software getting higher and businesses or organizations opted to build or buy this software. Because of
new entrants, it had offered opportunity to software developers to translate business processes into systems. This study investigates waste in the software development by application of Lean principles. Like any conventional projects, software becomes buggy and oftentimes it fails. Software failure is always attributed to the software engineering, not the incompetence of project managers, inadequacy of the
people on the project, or lack of clear goal. The researchers’ contentions are there wastes in the software development and serve as mechanism and evidence to why software fails. Software failure is not attributed to the software itself, it includes however the acceptance of the clients and end-users. Descriptive secondary data analysis, participant observation and Fishbone Analysis were the methodology used in the study. Wastes include unfinished or partially done work, extra features,
relearning, handoffs, delays, task switching, and defects.
Many software organizations have moved from traditional methods for software development, such as waterfall method to usage of agile methods. Agile methods are used especially in software development and are constantly refurbishing and improving initial plans along the way. In software development the systems usually require frequent changes during the development process. This method is very suitable for small project and organizations, but it is very hard to implement it in large organizations with large projects and teams. This paper
aims to identify weaknesses of two existing scrum frameworks used for large organizations and to present proposed hybrid framework scaled from both existing frameworks. It’s highlighting the importance of predefined life cycle of teams, which is key factor in achieving better timeline and to avoid mistakes that affects the time of release deployment.
Distributed Software Development Process, Initiatives and Key Factors: A Syst...zillesubhan
Geographically Distributed Software Development (GSD) process differs from Collocated Software Development (CSD) process in various technical aspects. It is empirically proven that renowned process improvement initiatives applicable to CSD are not very effective for GSD. The objective of this research is to review the existing literature (both academia and industrial) to identify initiatives and key factors which play key role in the improvement and maturity of a GSD process, to achieve this goal we planned a Systematic Literature Review (SLR) following a standard protocol. Three highly respected sources are selected to search for the relevant literature which resulted in a large number of TOIs (Title of Interest). An inter-author custom protocol is outlined and followed to shortlist most relevant articles for review. The data is extracted from this set of finally selected articles. We have performed both qualitative and quantitative analysis of the extracted data to obtain the results. The concluded results identify several initiatives and key factors involved in GSD and answer each research question posed by the SLR.
Net impact implementation application development life-cycle management in ba...CSITiaesprime
Digital transformation in the banking sector creates a lot of demand for application development, either new development or application enhancement. Continuous demand for reimagining, revamping, and running applications reliably needs to be supported by collaboration tools. Several big banks in Indonesia use Atlassian products, including Jira, Confluence, Bamboo, Bitbucket, and Crowd, to support strategic company projects. We need to measure the net impact of application development life-cycle management (ADLM) as a collaboration tool. Using the deLone and McLean model, process questionnaire data from banks in Indonesia that use ADLM. Processing data using structural equation modeling (SEM), multiple variables are analyzed statistically to establish, estimate, and test the causation model. The conclusions highlight that system quality strongly affected only User Satisfaction (p=0.049 and β=0.39). Information quality strongly affected use (p=0.001 and β=0.84) and strongly affected user satisfaction (p=0.169 and β=0.28). Service quality strongly affected only use (p=0.127 and β=0.31). Conclusion research verifies the information system's achievement approach described by DeLone and McLean. Importantly, it was discovered that system usability and quality were key indicators of ADLM success. To fulfill their objective, ADLM must be developed in a way that is simple to use, adaptable, and functional.
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A Survey Of Agile Development MethodologiesAbdul Basit
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we provide an introduction to agile development methodologies and an overview of four
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Cyber risk predictions
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Monitoring Java Application Security with JDK Tools and JFR Events
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PROJECT PLANNING MEASURES IN CMMI
Mahmoud Khraiwesh
Faculty of Science and Information Technology
Zarqa University
Zarqa – Jordan
mahmoud@zu.edu.jo
ABSTRACT
Computer information project planning is one of the most important activities in the modern software
development process. Without an objective and realistic plan of software project, the development of
software process cannot be managed effectively. This research will identify general measures for the
specific goals and its specific practices of Project Planning Process Area in Capability Maturity Model
Integration (CMMI). CMMI is developed in USA by Software Engineering Institute (SEI) in Carnegie
Mellon University. CMMI is a framework for assessment and improvement of computer information
systems. The procedure we used to determine the measures is to apply the Goal Questions Metrics (GQM)
approach to the three specific goals and its fourteen specific practices of Project Planning Process Area in
CMMI.
KEYWORDS
Monitoring, control, Measures, CMMI, GQM.
1. INTRODUCTION
The purpose of Project Planning stage is to analyze the project in terms of resources, work
breakdown, and timing. At the end of this phase the members of the team should be clear on their
tasks and project deliverables, responsibilities that are expected from them and the constraints on
time they are working.
Increasingly software governs our society and our world, since software becomes common and
embedded in nearly every thing we do. We have to make sure that systems run in a better way as
we intend. A software project measures is the discipline that ensures that we stay in control.
Measurements of a software project apply to products, processes, projects, and people [13].
The Project Planning process elements are cost, resources, and timing. At the end of Project
Planning process members of the team should be clear on the sub tasks and with deliverables of
the project. In software project plan we define each main task and estimate the time and resources
that required completing the tasks [40].
Planning of software projects can be one of the very important activities in the process of modern
software development. A realistic and objective software project plan is very important to manage
the development of the software project in an effective way [45].
DOI : 10.5121/ijsea.2013.4208 103
2. International Journal of Software Engineering & Applications (IJSEA), Vol.4, No.2, March 2013
A plan of software project is composed of detailed tasks and stages of activities to be performed,
and precedence restrictions among them. The plan of a project is very complex and its
construction requires a vast amount of experience and field knowledge [32].
Developing a project plan, which is a critical element of project management, is a difficult
process that requires sufficient expertise and experience. Two important success factors that have
been examined lately in information system projects are performance of project manager and
information system planning maturity [25].
We must spend enough time in planning the project’s resources, methods, and milestones and
must be ready to replan when requirements, staff, environment, or tools change [18].
Nowadays we know the fact that software measurement helps us to better understand, evaluate,
and control the products, processes, and software projects from the perspective of tracking,
evaluating, forecasting, controlling and understanding [17]. A good measurement process can
supply organizations to make better and more timely decisions to realize success in software
systems [26].
Measurement is a valuable support tool for software management [30]. Measurement is the key to
effectively manage a process. Measurement is a mechanism for evaluating, characterizing, and
predicting for various software products and processes [5]. The effective way to improve any
software process is to measure specific attributes of the process, develop a set of related metrics
based on these attributes of the process, and then use these metrics to provide indicators that will
lead to improvement strategy. Measurement of software plays an important role in understanding
and controlling of software development products and processes [29].
Measurement is the process in which numbers or symbols are assigned to attributes of selected
entities in the real world in such a way to characterize the attributes by some defined rules [16].
Measurement is important for three main activities: understanding, controlling and improvement
[15]. Reasons for measurements are: to assess goals achievement, to determine status according
to plans, to gain understanding of processes, products, environments and resources, to establish
principles for comparisons with future assessments and follow improvement efforts [36]. The
main measurement objective is to monitor the performance of software process [35].
Software measurement is now in a phase in which terminologies, methods and principles are still
being defined and combined. We should not look forward to find quantitative laws that are
mostly valid and applicable, and have the same accuracy and precisions as the laws of physics,
for instance. As a conclusion, the identification of universally valid and applicable measures may
be long term and ideal research goal, which cannot be achieved in the closer future, if at all [9].
Software engineering measurements is not grounded in the basic quantitative laws of physics.
Direct measurements such as mass, voltage, temperature, or velocity are uncommon in the
software engineering world. Because software metrics and measures are often indirect, they are
open to controversy [38]. There is a lack of an agreed-upon framework of validation metrics [22].
The goal of software measures is to improve the software process [14].
In the mid-1980s, the Software Engineering Institute (SEI) initiated a study for determining the
capabilities of software contractors. The result of this capability assessment was the Software
Capability Maturity Model for Software (CMM/SW) [37]. Some other capability maturity models
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were followed the CMM software framework, such as the People Capability Maturity Model (P-
CMM) [11].
Many organizations from industry, government, and the Software Engineering Institute (SEI)
joined together to develop the CMMI software framework, a set of integrated CMMI models.
In United State the Department of Defense and other parts of the government use the Capability
Maturity Model Integrated (CMMI) for process improvement to reduce the risk of trivial
performance of contractors. The CMMI is a widely used and relatively complete framework for
improving the processes of organizations that build complex engineering products [39].
Two kinds of materials are included in the CMMI model [1]:
1. Materials which help you evaluate the contents of your processes, information that is
essential for our managerial activities and technical support activities.
2. Materials which help you improve process performance, information that is used to
increase the capability in our organizations.
Through the process of adopting CMMI, we try to attain the following objectives: 1- to improve
project management capability; 2- to enhance product quality; 3- to increase productivity and cost
down; 4- to improve the capability of estimating the project budget and schedule; 5- to increase
customer satisfaction [33].
CMMI is a comprehensive model. CMMI covers several topics of knowledge in software
production, defined many Process Areas (PA), generic and specific goals, generic and specific
practices, and a lot of work products. CMMI is used to improve processes, increase productivity
and keep competitiveness of an organization [46].
Within each key process area in CMMI/SW, there are one or more generic goals with generic
practices and specific goals with specific practices. A specific goal relates to a process area and
focuses on the related characteristics that describe what must be implemented to accept the
process area. A specific practice is considered as an important activity in achieving the associated
specific goal. However, it is recognized by CMMI that a specific practice is the goal rather than
the way that we reach the goal [45].
The Goal-Question-Metric (GQM) method to process and metrics was developed by Basili and
Weiss [7] as an approach for identifying meaningful metrics for software development processes.
It has proven that it is an effective approach to selecting and implementing metrics.
This paper defines measures for the three specific goals and its fourteen specific practices of
Project Planning which is one of the process areas in level 2 in CMMI-SW (Staged
Representation) model. Measures will be compatible with the fourteen specific practices
associated with the three specific goals of Project Planning PA. The measures will be identified
by applying the Goal-Question-Metrics (GQM) approach to the three specific goals and its
fourteen specific practices of Project Planning PA. The defined measures will be helpful to us to
evaluate and control the software products and processes.
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The remainder of the paper is arrange as follows: section 2 describes the relative work in software
development measurement for the CMMI/SW, section 3 presents an overview of the CMMI/SW,
section 4 presents an overview of the GQM, section 5 describes the application of the GQM to the
CMMI/SW and defines the measures, section 6 describes the validity and reliability of the
defined measures for Project Planning process area, and section 7 presents conclusions.
2. RELATED WORK
Many software measures studies have been proposed in the literature, some of them are [8] [20]
[23] [28] [34] [37]. The most related to our work are [8] [37] [34] and [28]. Baumert and
McWhinney [8] provide a set of indicators that are convenient with the measurement practice (a
common features) described in the Capability Maturity Model for CMM/SW. These indicators
cover thirteen categories, categories don’t occur at all of the maturity levels. They don't
concentrate on a specific process. Baumert and McWhinney work was related to CMM not
CMMI.
Paulk, Weber, Garcia, Crissis and Bush [37] provide a set of examples of measurements in
measurement practice (one of the common features) of the Capability Maturity Model for
Software (CMM/SW) in Key Process Areas (KPAs). They defined a few examples related to
requirements management KPA. They don't focus on a specific process. Their work was based on
CMM/SW not CMMI/SW. Loconsole [34] provided measures for the Requirements
Management Key Process Area of the CMM/SW. Loconsole’s work was based on CMM/SW not
CMMI/SW. Khraiwesh [28] provided software measurements for Risk Management PA of the
CMMI/SW.
This paper defines a set of general measures that are focused on a specific PA, which is Project
Planning PA of the CMMI/SW. Measures are for the three specific goals and its fourteen specific
practices of Project Planning PA.
3. OVERVIEW OF THE CMMI-SW
The CMMI/SW (Staged Representation) contains five maturity levels: Initial, Managed, Defined,
Quantitatively Managed and Optimizing. The five maturity levels are shown in Figure1. Each
maturity level is composed of several process areas except Level1 [41].
For each process area in CMMI/SW, there are generic goals with generic practices and one or
more specific goals with specific practices. Generic goals are related to the institutionalization of
proper practices, they called generic because the same goal statement appears in multiple process
areas as shown in figure 2. The specific goal is applied to the process area and addressed the
characteristics that only describe what must be implemented to satisfy the process area. The
specific practice is an activity that must be implemented to achieve the associated specific goal
[41].
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Figure 1. five levels with Process Areas in CMMI.
The purpose of Project Planning (PP) is to identify and maintain plans for controlling project
activities. Project Planning includes estimating the attributes of tasks and work products [41].
The following are the specific goals related to Project Planning process area and the specific
practices related to each specific goal:
1. Establish Estimates
1.1 Estimate the Scope of the Project
1.2 Establish Estimates of Work Product and Task Attributes
1.3 Define Project Lifecycle Phases
1.4 Estimate Effort and Cost
2. Develop a Project Plan
2.1 Establish the Budget and Schedule
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2.2 Identify Project Risks
2.3 Plan Data Management
2.4 Plan the Project’s Resources
2.5 Plan Needed Knowledge and Skills
2.6 Plan Stakeholder Involvement
2.7 Establish the Project Plan
3. Obtain Commitment to the Plan
3.1 Review Plans That Affect the Project
3.2 Reconcile Work and Resource Levels
3.3 Obtain Plan Commitment
4. OVERVIEW OF THE GQM
The Goal/Question/Metric (GQM) paradigm is a process that helps an organization to focus the
measurement activity on their goals. The GQM states that an organization should have identified
goals in mind before data are collected [5]. The more mature your process is, the more that it is
visible and therefore measurable. The GQM does not identify concrete goals, it is rather a
structure that defines goals and refines them into a set of quantifiable questions, and these
questions imply a specific set of measures and collected date in order to realize these goals.
Maturity Levels
Process Area 1 Process Area 2 Process Area n
Specific Generic
Goals Goals
Specific
Practices
Figure 2. specific and generic goals
The GQM paradigm consists of three steps:
1. Define a set of goals related to the needs of the organization and its projects. Determine what
should be learned or improved. The process of goals definition is supported by templates. By
using these templates we can define the goals in terms of purpose, perspective, and environment.
Measurement goals should be defined in a clear structure and an understandable way. To do this,
templates are available to be used the definition of measurement goals by specifying the purpose
(what object and why), viewpoint (what aspect and who), and characteristics of context [6].
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2. Generate a set of quantifiable questions. The defined goals are transposed into quantifiable
questions with a measurement focus. Basili and Rombach [5] provide different sets of guidelines
to classify questions related to processes or products.
3. Define a set of measures that provide the quantitative information we need to answer the
generated quantifiable questions. In this step, we define the measures suitable to provide
information to answer the questions and relate them to each question. Several metrics may be
generated from a single goal. Several measurements may be needed to answer one question. One
measurement may apply to more than one question.
5. APPLYING GQM TO THE CMMI-SW
The CMMI/SW defines three specific goals for Project Planning PA. There are fourteen specific
practices related to the specific goals. We consider the specific practices as goals. We will apply
the GQM on the fourteen specific practices.
The fourteen specific practices associated with Project Planning process area are:
1. Estimate the Scope of the Project: Establish a top-level work breakdown structure (WBS) to
estimate the scope of the project.
2. Establish Estimates of Work Product and Task Attributes: Establish and maintain estimates of
task attributes and work product.
3. Define Project Lifecycle Phases: Define lifecycle phases of the project on which to scope the
planning effort.
4. Estimate Effort and Cost: Estimate the effort of the project and cost for the work products and
tasks based on estimation rationale.
5. Establish the Budget and Schedule: Establish and maintain the project’s budget and schedule.
6. Identify Project Risks: Identify and analyze project risks.
7. Plan Data Management: Plan for the management of project data.
8. Plan the Project’s Resources: Plan for resources to perform the project.
9. Plan Needed Knowledge and Skills: Plan for knowledge and skills needed to perform the
project.
10. Plan Stakeholder Involvement: Plan the involvement of identified stakeholders.
11. Establish the Project Plan: Establish and maintain the overall project plan.
12. Review Plans That Affect the Project: Review all the plans that relate to the project to
understand project commitments.
13. Reconcile Work and Resource Levels: revise the project plan to reconcile available and
estimated resources.
14. Obtain Plan Commitment: Obtain commitment from relevant stakeholders responsible for
performing and supporting plan execution.
These fourteen specific practices can be used as goals for the first step of the GQM. The second
step in the GQM paradigm is to generate a set of quantifiable questions related to the fourteen
specific practices. The third step of the GQM is to define a set of measures that provide the
necessary quantitative information to answer the generated questions. The typical work products
and sub practices which are found in each of the fourteen specific practices are take in
consideration when we define the measures.
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A set of questions and measures are given in the following tables, table 1 through table14, each
table related to one specific practice. There are overlaps between the questions and between the
measures. The same measure can be used to provide information to answer different generated
questions.
5.1 Measures for specific practice 1.
Estimate the Scope of the Project: Establish a top-level work breakdown structure (WBS) to
estimate the scope of the project.
A set of questions and measures are given in the next table concerning specific practice 1.
Table 1. Set of questions and measures concerning practice 1.
Questions Measures
Q1 Do you establish a top – level work • Eestablishing a top – level work
breakdown structure (WBS) of the breakdown structure (WBS) of the project.
project? • # Manageable components ( work
(A WBS divides the project into a packages).
related set of tractable parts called
“work packages”). (# means number of)
Q2 Do you define the work packages in • Defining the work packages in sufficient
sufficient detail so that you can detail so that you can estimate project
estimate project tasks, tasks, responsibilities, and schedule.
responsibilities, and schedule? • # work packages with sufficient detail .
(Sufficient detail minimizes the need
for management reserve).
Q3 Do you identify risks and their • Identifying risks and their mitigation tasks.
mitigation tasks? • # Risk items.
Q4 Do you identify tasks for • Identifying tasks for deliverables.
deliverables? • # Deliverables.
Q5 Do you identify work products to be • Identifying work products to be reuse.
reused? • # Work products to be reuse.
Q6 Do you identify products and • Identifying products and product
product components to be acquired? components to be acquired.
• # Products and product components.
5.2 Measures for specific practice 2.
Establish the Budget and Schedule: Establish and maintain the project’s budget and schedule.
A set of questions and measures is given in the next table concerning specific practice 2.
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Table 2. Set of questions and measures concerning specific practice 2.
Questions Measures
Q1 Do you identify suitable attributes of the • Identifying suitable attributes of the work
work products and tasks to estimate products and tasks.
effort, cost, and schedule? • # records of data.
Attributes include the following: number • # functions.
of functions, volume of data, number of • # Source lines of code.
classes and objects, number of source • # Classes and objects.
lines of code, number of database tables • # Database tables.
, number of fields in database tables,
• # Fields in database tables.
number of architecture elements ,
• # Architecture elements.
experience of project participants ,
amount of code to be reused , number or • # Experience of project participants.
risk items , number of subsystems , • # Amount of code to be reused.
number of components in each • # Risk items.
subsystem, geographic spread of project • # Subsystems.
members, nearness of customers, users, • # Components in each subsystem.
and suppliers, the quality of existing • # Geographic spread of project members.
code how difficult the customer is. • Nearness of customers, users, and suppliers.
• The quality of code
• How difficult the customer is.
Q2 Do you define the top–level strategy for • Defining the top–level strategy for
development of the product? development of the product.
Q3 Do you define the quality attributes • Defining the quality attributes expected in the
expected in the product? Such as safety product.
and security.
5.3 Measures for specific practice 3.
Define Project Lifecycle Phases: Define project lifecycle stages on which to scope the planning
effort.
A set of questions and measures is given in the next table concerning specific practice 3.
Table 3. Set of questions and measures concerning specific practice 3
Questions Measures
Q1 Do you define the project lifecycle • Defining the project lifecycle phases.
phases? • # Project phases.
(Define the project life cycle is critical
in identifying the scope of the project
planning).
Q2 Do you define the project lifecycle • Identifying the project lifecycle
depending on the domain of depending on the domain of
requirements, the nature of the project, requirements, the nature of the project,
and the estimated resources for the and the estimated resources for the
project? project.
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Q3 Do you define sub phases for some • Identifying sub phases for some phases.
phases, if needed? • # sub phases.
Q4 Do you select the development models • Selecting the development models to
to address the activities in the phases? address the activities in the phases.
• # models to address the activities.
5.4 Measures for specific practice 4.
Estimate Effort and Cost: Estimate the effort of the project and cost for tasks and work products
based on assessment rationale.
A set of questions and measures is given in the next table concerning specific practice 4.
Table 4. Set of questions and measures concerning practice 4.
Questions Measures
Q1 Do you collect historical data to be used • Collecting historical data.
to convert the attributes of tasks and • # Attributes of work products
work products into estimates of work and tasks from historical data.
hours and cost? (Historical data should
include the effort, cost, and schedule
data from previous implemented
projects).
Q2 Do you collect models to be used to • Collecting of models to estimate labor
convert the attributes of tasks and work hours and cost.
products into estimates of work hours • # Models.
and cost?
Q3 Do you include supporting • Including the supporting
infrastructure needs when estimating infrastructure needs when estimating
effort and cost (in infrastructure include effort and cost.
the following: computer resources and • # Each computer resources.
engineering tools). • # Engineering tools.
Q4 Do you identify inputs for estimating • Identifying inputs for estimating effort
effort and cost such as :risks , travel , and cost.
work breakdown structure , selected
project life cycle model , skill levels ,
training needs , level of security ,
facilities needed , size estimates of work
products and estimates of tasks?
Q5 Do you identify project effort • Identify project effort estimation.
estimation?
Q6 Do you identify project cost estimation? • Identifying project cost estimation.
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5.5 Measures for specific practice 5.
Evaluate, Categorize, and Prioritize Risks: Categorize and evaluate each identified risk using
defined risk group and parameters, and determine its suitable priority.
A set of questions and measures is given in the following table concerning specific practice 5.
Table 5. Set of questions and measures concerning specific practice 5.
Questions Measures
Q1 Do you identify major milestones? • Identifying major milestones.
(milestones are planed points or events • # Milestones.
in advance, then a review is performed
to check that requirements are being
met)
Q2 Do you identify schedule assumption? • Identifying schedule assumption.
(Assumption is common when
schedules are initially developed).
Q3 Do you identify constraints that limit • Identifying constraints that limit the
the flexibility of management? flexibility of management.
• # Constraints.
Q4 Do you identify the optimal tasks • Identifying the optimal tasks order
order sequence that minimizes the sequence.
duration?
Q5 Do you establish and maintain the • Establishing and maintain the budget and
budget and schedule including: schedule.
resources and facilities, time phasing of
activities and schedule activities?
Q6 Do you establish corrective action • Establishing corrective action criteria.
criteria which can lead to preplanning • # Criteria.
and revising the original plan?
5.6 Measures for specific practice 6.
Identify Project Risks: Identify and analyze project risks.
A set of questions and measures is given in the next table concerning specific practice 6.
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Table 6. Set of questions and measures concerning practice 6.
Questions Measures
Q1 Do you identify risks that could negatively • Identifying risks that could negatively affect
affect work efforts and plans? plans and work efforts.
• # Risks.
Q2 Do you analyze risks to determine the • Analyzing risks to determine the probability
probability of occurrence, impact, and time of occurrence, impact, and time in which
in which problems are likely to occur? problems are likely to occur.
Q3 Do you priorities risks? • Prioritizing risks.
Q4 Do you use risk identification and analysis • Using risk identification and analysis tools.
tools that can help in identifying possible • # Risk identification and analysis tool.
problems?
Examples of tools include: risk taxonomies,
check lists, structured interviews,
brainstorming, cost models, and quality
factor analysis.
Q5 Do you review and obtain agreement with • Reviewing and obtain agreement with
relevant stakeholders on the correctness and relevant stakeholders on the correctness and
completeness of documented risks? completeness of documented risks.
• # Risks.
Q6 Do you revise risk when needed? • Revising risk when needed.
Examples include the following: when new
risks become problem, when new risks are
identified and when project circumstances
change.
5.7 Measures for specific practice 7.
Plan Data Management: Plan for the management of project data.
set of questions and measures is given in the next table concerning specific practice 7.
Table 7. Set of questions and measures concerning specific practice 7.
Questions Measures
Q1 Do you determine the project data to be • Determining the project data to be identified
identified and collected? and collected.
(Data are forms of documentation required
to support a project including reports,
manuals, drawing and specification).
Q2 Do you identify data that can be • Identify data that can be deliverable and non
deliverable and non deliverable data? deliverable data.
• # Deliverables.
• # Non deliverables.
Q3 Do you identify a uniform content and • Identifying a uniform content and format for
format for data items to facilitate data items.
understanding of data content?
Q4 Do you establish a procedure to ensure • Establishing a procedure to ensure privacy
privacy and security of data? and security of data.
(Not every one will access the data).
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5.8 Measures for specific practice 8.
Plan the Project’s Resources: Plan for resources to perform the project.
A set of questions and measures is given in the next table concerning specific practice 8.
Table 8. Set of questions and measures concerning specific practice 8.
Questions Measures
Q1 Do you define the project resources • Defining the project resources
(e.g., labor, equipment, materials). • # Resources of each kind.
Q2 Do you decompose the top level WBS • Decomposing the top level WBS into
into work units? work units.
(to provide better management control).
Q3 Do you determine the process • Determining the process requirements
requirements for each activity in the for each activity in the project.
project?
Q4 Do you determine staffing requirements of • Determining staffing requirements of
the project? the project
(skills required for each activity). • # Skills required for each activity.
Q5 Do you determine the continuing resource • Determining the continuing resource
requirements? requirements.
(electricity, transportation, and
intellectual property).
5.9 Measures for specific practice 9.
Plan Needed Knowledge and Skills: Plan for knowledge and skills needed to perform the project.
A set of questions and measures is given in the next table concerning specific practice 9.
Table 9. Set of questions and measures concerning specific practice 9.
Questions Measures
Q1 Do you identify the knowledge and • Identifying the knowledge and skills
skills needed to finish the project? needed to finish the project.
• # skills.
Q2 Do you assess the available knowledge • Assessing the available knowledge and
and skills? skills.
Q3 Do you select mechanisms for providing • Selecting mechanisms for providing
needed knowledge and skills? (in - needed knowledge and skills.
house training, external training,
staffing, or external skill acquisition).
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5.10 Measures for specific practice 10.
Plan Stakeholder Involvement: Plan the involvement of identified stakeholders.
A set of questions and measures is given in the next table concerning specific practice 10.
Table 10. Set of questions and measures concerning specific practice 10.
Questions Measures
Q1 Do you list all relevant stakeholders? • Listing all relevant stakeholders.
• # Relevant stakeholders.
Q2 Do you select carefully the relevant • Selecting carefully the relevant
stakeholders for each activity? stakeholders for each activity.
Q3 Do you identify the responsibilities and • Identifying the roles and responsibilities
roles of relevant participants with respect of relevant stakeholders.
to project stages?
Q4 Do you identify the relationships • Identify the relationships between
(interaction) between stakeholders? stakeholders.
Q5 Do you exchange in formation with • Exchanging information with previous
previous plan of needed knowledge and plan of needed knowledge and skills.
skills?
5.11 Measures for specific practice 11.
Establish the Project Plan: Establish and maintain the overall project plan.
A set of questions and measures is given in the next table concerning specific practice 11.
Table 11. Set of questions and measures concerning specific practice 11.
Questions Measures
Q1 Do you generate an overall project plan • Generating an overall project plan that
that defines all aspects of the effort defines all aspects of the effort.
including: project lifecycle, budgets and
schedules, milestones, risk
identification, resources, skill
requirements, stakeholder identification,
and responsibility for project staff?
5.12 Measures for specific practice 12.
Review Plans That Affect the Project: Review all plans that affect the project to understand
commitments of the project.
A set of questions and measures is given in the next table concerning specific practice 12.
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Table 12. Set of questions and measures concerning specific practice 12.
Questions Measures
Q1 Do you review all plans that affect the • Reviewing all plans that affect the
project to ensure that they contain the project.
same common understanding of the • # plans.
scope, objectives, and rules?
Q2 Do you record the reviews of plans that • Recording the reviews of plans that
affect the project? affect the project.
5.13 Measures for specific practice 13.
Reconcile Work and Resource Levels: Adapt the plan of the project to reconcile available and
estimated resources.
A set of questions and measures is given in the next table concerning specific practice 13.
Table 13. Set of questions and measures concerning specific practice 13.
Questions Measures
Q1 Do you reconcile differences between • Rreconciling differences between
estimates and available resources? estimates and available resources.
Q2 Do you revise requirements list and • Revising requirements list and schedule.
schedule? • # Requirements.
Q3 Do you renegotiate budget? • Renegotiating budget.
Q4 Do you renegotiate stakeholder • Renegotiating stakeholder agreements.
agreements?
5.14 Measures for specific practice 14.
Obtain Plan Commitment: Obtain commitment from relevant stakeholders responsible for
performing and supporting plan execution.
A set of questions and measures is given in the next table concerning specific practice 14.
Table 14. Set of questions and measures concerning specific practice 14.
Questions Measures
Q1 Do you negotiate commitments with • Negotiating commitments with
relevant stakeholders? relevant stakeholders.
Q2 Do you use the WBS as a checklist for • Using the WBS as a checklist for
ensuring that you obtain commitments for ensuring that you obtain commitments.
all tasks? • # Work packages in WBS.
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Q3 Do you document all commitments of the • Documenting all commitments of the
project? project.
• # Commitments.
Q4 Do you identify commitments regarding • Identifying commitments regarding
interfaces between the project and other interfaces between the project and
projects? other projects.
• # Commitments.
6. VALIDITY AND RELIABILITY OF THE DEFINED MEASURES
We have made a questionnaire to examine the validity and reliability of the measures we defined
for Project Planning PA and confirm that they are actually measure the fourteen specific
practices. We will analyze the collected data by cronbach alpha reliability in SPSS.
The questionnaire was reviewed and confirmed by practitioners in software developing and
academics in software engineering in Zarqa University. The questionnaire was filled by software
engineers, system designers, and students in computer department. The questionnaire consists of
fourteen parts, each part is related to one of the fourteen specific practices of the Project Planning
process, each part consists of a group of statements (measures) related to the specific practice,
alongside each statement there is five options: strongly agree, agree, neither agree nor disagree,
disagree, strongly disagree. The questioner reads the statement then he will write his view of the
statement relation with the specific practice by choosing one of the above five options, a sample
shown in Appendix A.
Cronbach alpha is used to measure the internal consistency, which means, do all items measure
the same thing? (Measure a single unidirectional structure). Values of Cronbach alpha are varying
between 0 and 1, if alpha is closer to 1, then there is a greater internal consistency of items being
assessed [19]. If Cronbach alpha is less than 0.5 then internal consistencies is rejected [19]. After
we apply the collected data on Cronbach Alpha we found alpha results between less than 1 and
over 0.5.
7. CONCLUSION
Our paper defined general measures for Project Planning Process Area (PA) in Capability
Maturity Model Integration (CMMI-SW) for software development. We defined the measures by
applying the Goal Question Metrics (GQM) paradigm to the three specific goals and its fourteen
specific practices of Project Planning PA. Our paper focused on defining measures for a specific
process area rather than defining measures for many process areas together.
The set of defined measures in the paper provide the organization with better insight into the
activities related to Project Planning, enhancing the development of software to the goal of
having a matured process. The set of measures can be used to evaluate and control software
products and processes. Use of the defined measures depends on the maturity of the software
development process in the organization.
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7. Plan Data Management.
8. Plan the Project’s Resources.
9. Plan Needed Knowledge and Skills.
10. Plan Stakeholder Involvement.
11. Establish the Project Plan.
12. Review Plans That Affect the Project.
13. Reconcile Work and Resource Levels.
14. Obtain Plan Commitment.
We would like to measure the accomplishment of the above goals, thus, we define some sentences related
to each goal. We suppose that the information in these sentences help us in accomplishment of the above
fourteen goals.
Please, fill the enclosed form by writing √ in the suitable place. Responding to this question: do you think
that the statements have an effect on the achievement of the goals?
1. Goal1: Estimate the Scope of the Project.
(do you think that these sentences have an effect on the accomplishment of goal1: Estimate the Scope
of the Project.)
statement statements Strongly Agree Neither disagree Strongly
serial agree agree nor disagree
disagree
1 Establishing a top – level
work breakdown structure
(WBS) of the project.
2 Defining the work packages
in sufficient detail so that
you can estimate project
tasks, responsibilities, and
schedule.
3 Identifying risks and their
mitigation tasks.
Author
Mahmoud khraiwesh is an associate professor at Faculty of Science and Information
Technology in Zarqa University, Jordan. He got his master degree in computer
science from Jordan University, Jordan, in 2002 and his doctorate degree in computer
information system from The Arab Academy for Banking and Financial sciences,
Jordan, in 2006. His area of research is in software development measures.
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