The Standard CMMI Appraisal Method for Process Improvement (SCAMPI) is an appraisal method used to drive improvements in systems and software engineering processes. SCAMPI appraisals involve trained teams examining processes, documents, and interviews to evaluate strengths, weaknesses, and determine a maturity rating. The appraisal follows a defined process including planning, conducting interviews and documentation review, validating findings, and reporting results to identify improvement opportunities.
This document discusses various linguistic concepts related to improving pronunciation in English. It covers phonetics and phonology, the International Phonetic Alphabet, phonemes, the sounds of English, syllables, stress, connected speech features like assimilation and elision, and provides examples to illustrate these concepts. The goal is to help learners understand and accurately produce the sounds of English for effective oral communication.
Dokumen tersebut merangkum perjalanan Achmad Solichin sebagai PHP developer, mulai dari belajar PHP pada tahun 2000 hingga praktik terkini. Dokumen tersebut juga menjelaskan tentang sejarah dan fitur-fitur PHP serta praktik terbaik dalam pengembangan PHP modern.
Software development process models
Rapid Application Development (RAD) Model
Evolutionary Process Models
Spiral Model
THE FORMAL METHODS MODEL
Specialized Process Models
The Concurrent Development Model
This document discusses different software life cycle models, including the classical waterfall model, iterative waterfall model, evolutionary model, prototyping model, and spiral model. It describes the phases and advantages and disadvantages of each. The classical waterfall model is considered theoretical while the iterative model is more practical but rigid. The evolutionary and prototyping models are useful when requirements are unclear. The spiral model subsumes other models but is complex. The appropriate model depends on the project's risks and understanding. Adhering to a model helps produce quality software systematically.
This document provides an overview of different software process models including the waterfall model, V-model, evolutionary development, component-based development, and incremental delivery. It describes the key phases and activities in each model. The V-model is explained in detail with its distinct development and validation phases like requirements, design, coding, unit testing, integration testing, system testing, and acceptance testing. Pros and cons of each model are also highlighted along with guidance on when each is generally most applicable.
The document discusses various software process models including prescriptive models like waterfall model and incremental process model. It also covers evolutionary models like prototyping and spiral process model. Specialized models covered are component based development, formal methods model, aspect oriented development and unified process model. The key highlights are that different models are suited for different situations based on project needs and each model has advantages and disadvantages to consider.
This document provides instructions for installing and configuring authentication for Git. It outlines how to install Git on Linux, OS X, and Windows operating systems. It also describes how to generate SSH keys for authentication on Linux, OS X, and Windows. Finally, it explains how to set up the SSH configuration file and test the key connection.
The document discusses the structure and components of the New M-Culture system. It describes the core engine, use of themes and plugins for customization, and integration with other systems. Key elements include a system structure built on CodeIgniter, a core engine, themes and plugins for custom content, and integration with services for cultural information and analysis.
The document discusses architectural test case writing. It begins by covering software development methodologies like waterfall and iterative models. It then discusses software testing, particularly architectural testing. Key aspects of architectural test cases are described such as using quality attributes to derive scenarios and test cases. An example scenario and test case template are provided. The document emphasizes that architectural test cases should validate quality attributes and non-functional requirements.
This document provides an introduction to using Subversion for document version control. It discusses the advantages of version control like backup/restore, synchronization, and tracking changes. It defines common version control terms and concepts. It then demonstrates how to perform basic Subversion actions like checking out a file, adding a new file, updating files, committing changes, and viewing diffs between revisions. It also covers more advanced topics like branching and merging through examples.
13. การตรวจสอบย้อนกลับ (Traceability Metrix)
12
ตัวอย่างการใช้งานแบบบันทึกการตามรอยในโครงการพัฒนาซอฟต์แวร์
ตำรำงที่ 3 : ตัวอย่ำงกำรใช้งำนแบบบันทึกกำรตำมรอยในโครงกำรพัฒนำซอฟต์แวร์
Requirement Sources
Product
Requirements
Non-
Requirement
HLD
Section #
LLD
Section #
Code Unit UTS Case # STS Case # Priority User Manual
Business Rule #1 R00120 Credit Card
Type
NR00100
Performance
4.1 Parse
Mag Strip
4.1.1 Read
Card Type
Read_Card_Type.h
Read_Card_Type.c
UT 4.1.032
UT 4.1.033
UT 4.1.038
UT 4.1.043
ST 120.020
ST 120.021
ST 120.022
High Chapter 5, Section 12
4.1.2 Verify
Card Type
Ver_Card_Type.h
Ver_Card_Type.c
Ver_Card_Types.dat
UT 4.2.012
UT 4.2.013
UT 4.2.016
UT 4.2.037
UT 4.2.045
ST 120.035
ST 120.036
ST 120.037
High Chapter 5, Section 12
Use Case #132 step 6 R00230 Read Gas
Flow
NR00220
Speed Payment
7.2.2 Gas
Flow Meter
Interface
7.2.2 Read
Gas Flow
Indicator
Read_Gas_Flow.c UT 7.2.043
UT 7.2.044
ST 230.002
ST 230.003
Medium Chapter 7, Section 21.1.2
R00231 Calculate
Gas Price
NR00221
Calculate
7.3
Calculate
Gas price
7.3
Calculate
Gas price
Cal_Gas_Price.c UT 7.3.005
UT 7.3.006
UT 7.3.007
ST 231.001
ST 231.002
ST 231.003
Low Chapter 7, Section 21.1.3
20. แบบสำรวจควำมพร้อมขององค์กรต่อกำรเปลี่ยนแปลงด้ำนกำรปรับปรุง
กระบวนกำร (Organization Readiness Assessment)
19
5) ขั้นตอน วิธีกำร หน้ำที่ปฏิบัติ หรือพฤติกรรม ได้รับกำรบันทึกผลกำร ตรวจวัดอย่ำงเหมำะสม จนสำมำรถนำมำ
ประเมินเพื่อควบคุมได้
6) สำมำรถนำเอำผลของ ขั้นตอน วิธีกำร หน้ำที่ปฏิบัติ หรือพฤติกรรม ที่บันทึกไว้มำปรับปรุงกำรทำงำน
ตำรำงที่ 4 : ตัวอย่ำงแบบสำรวจควำมพร้อมขององค์กรต่อกำรเปลี่ยนแปลงด้ำนกำรปรับปรุงกระบวนกำร
ตอนที่ 1: รายการประเมินความพร้อมขององค์กร
รายการคาถาม 5 4 3 2 1 0
1. Management Issues
1.1 New senior management
1.2 New skills or employee retention
1.3 Culture change effort
1.4 Performance appraisal
1.5 Major reorganization or downsizing
2. Process Changes
2.1 New customer services program
2.2 Ongoing quality initiative
2.3 New Quality initiative
2.4 Productivity improvement project
2.5 History on pass improvement projects
3. Operational and Legal
3.1 New Technology introduction
3.2 Major construction project
3.3 Working extra-time
3.4 Strike
3.5 Majjor Litigation
21. แบบสำรวจควำมพร้อมขององค์กรต่อกำรเปลี่ยนแปลงด้ำนกำรปรับปรุง
กระบวนกำร (Organization Readiness Assessment)
20
ตอนที่ 2: รายการความมุ่งมั่นและความพร้อมของผู้สนับสนุน
รายการคาถาม 5 4 3 2 1 0
1. Whate the Sponsor(s) Expresses
1.1 Expressed how SPI relates to company strategy
1.2 Expressed strong personal commitment to SPI
1.3 Communicates clear and understandable message
1.4 Communicates the impact to affected individuals
1.5 Communicates objectives of SPI to organization
1.6 Promotes problem solving attitude
1.7 Publically expresses behaviours that must changes
1.8 Communicates to encourage direct feedback
2. Observable Sponsor Characteristics
2.1 Strong motivation to implement SPI
2.2 Believes in the business benefits of SPI
2.3 Shows strong support if SPI to direct reports
2.4 Demonstrates personal changes aligned with SPI
2.5 Demonstrates willingness to pay the price for SPI
2.6 Strong and tenacious in pursuing the SPI activities
2.7 Invests effort to build support for the CPI effort
2.8 Has good relationship with change implement
2.9 Has good relationship with people affect by SPI
2.10 Has a good track record in past change initiatives
3. How Sponsor Acts
3.1 Commits the neccessary resources to SPI
3.2 Establishes incentives to reinforce change
3.3 Emphasizes rewards for achieving change
3.4 Focuses on reinforcement on direct reports
3.5 Emphasizes formal and information recognition
3.6 Links rewards to the achievement of change
3.7 Establishes mechanisms for data gathering to
monitor progress of changes
3.8 Makes clear how to report SPI progress
3.9 Makes old behaviours difficult to perform
3.10 Makes new behaviours easier to perform
22. แบบสำรวจควำมพร้อมขององค์กรต่อกำรเปลี่ยนแปลงด้ำนกำรปรับปรุง
กระบวนกำร (Organization Readiness Assessment)
21
ตอนที่ 3: รายการประเมินความมุ่งมั่นและความพร้อมของผู้ผลักดันการเปลี่ยนแปลง
รายการคาถาม 5 4 3 2 1 0
1. What Change Agent Expresses
1.1 Believes on the rewards of SPI
1.2 Understands the disruption that change will
bring
1.3 Is committed to the goals of the SPI project
1.4 Expresses interest in being responsible for SPI
1.5 Is optimistic about the potential SPI results
1.6 Expresses confidence in Sponsor’scommitment
1.7 Believes in a positive personal future through
SPI
1.8 Express enthusiasm about the SPI initiative
1.9 Is happy with time and resources available for
SPI
2. Observable Change Agent Charactersitics
2.1 Has a successful history in the organization
2.2 Is reviewd as competent in current position
2.3 Experience working with different groups
2.4 Experience working with all levels of
management
2.5 Knowledgeable of perspectives/needs of
sponsor
2.6 Has trust, respect, and credibility with the
sponsor
2.7 Is viewed as a real asset to the SPI project
2.8 Knowledgeable of the perspectives and needs
of affected people in SPI initiative
2.9 Affected people respect and trust the change
agent
2.10 Effectively manages resistance to change
2.11 Works well with structure of the organization
2.12 Understands the organization’s culture
2.13 Has a working “change” principle
2.14 Possesses high level of analytical skills
23. แบบสำรวจควำมพร้อมขององค์กรต่อกำรเปลี่ยนแปลงด้ำนกำรปรับปรุง
กระบวนกำร (Organization Readiness Assessment)
22
รายการคาถาม 5 4 3 2 1 0
2.15 Understandsthe value of human and business
issues
2.16 Has excellent communication skills
2.17 Is a team player
2.18 Is proactive, sets goals, and achieves them
2.19 Enjoys challenge and uncertainty
2.20 Feels comfortable working with sponsor
3. How Change Agent Acts
3.1Hassufficient time to dedicate tothe SPIproject
3.2 Exerts sufficient authority to make changes
3.3 Energizes the organization to promote changes
3.4 Has access to sufficient resources for SPI
initiative
3.5 Knows when and how to use power and
influence
3.6 Generates a high level of team work
3.7 Has vested personal commitment to the SPI
project
3.8 Is proactively seeking creative solutions
3.9 Is proactively informing sponsor about SPI
progress
3.10 Has properly planned SPI project
24. แบบสำรวจควำมพร้อมขององค์กรต่อกำรเปลี่ยนแปลงด้ำนกำรปรับปรุง
กระบวนกำร (Organization Readiness Assessment)
23
ตอนที่ 4: รายการประเมินด้านความเชี่ยวชาญและประสบการณ์องค์กร
รายการคาถาม 5 4 3 2 1 0
1. Sponsor Expertise/Experience
1.1 Experience in change management
1.2 Knowledgeof SPI technology (CMMI, IEEE...)
1.3 Experience in continuous process improment
2. Change Agent Expertise/Experience
2.1 Knowledge/expertise in change management
2.2 Expertise of SPI technology (CMMI, IEEE...)
2.3 Experience of SPI technology (CMMI, IEEE...)
2.4 Change Agent experience in change
management
2.5 Experience in continuous process improvement
3. Organizational Expertise/Experience
3.1 Expertise of SPI technology (CMMI, IEEE...)
3.2ExperienceofSPITechnology(CMMI,IEEE...)
3.3 Experience on participating in change
management
3.4 Expertise in continuous process improvement
3.5 Experience in continuous process improvement
ตอนที่ 5: ข้อเสนอแนะ หรือบันทึกอื่นๆ
25. แบบสำรวจควำมพร้อมขององค์กรต่อกำรเปลี่ยนแปลงด้ำนกำรปรับปรุง
กระบวนกำร (Organization Readiness Assessment)
24
ตัวอย่างแบบสารวจความพร้อมขององค์กรต่อการเปลี่ยนแปลงด้านการปรับปรุงกระบวนการ
ตำรำงที่ 5 : ตัวอย่ำงกำรใช้งำนแบบสำรวจควำมพร้อมขององค์กรต่อกำรเปลี่ยนแปลงด้ำนกำรปรับปรุงกระบวนกำร
ตอนที่ 1: รายการประเมินความพร้อมขององค์กร
รายการคาถาม 5 4 3 2 1 0
1. Management Issues
1.1 New senior management /
1.2 New skills or employee retention /
1.3 Culture change effort /
1.4 Performance appraisal /
1.5 Major reorganization or downsizing /
2. Process Changes
2.1 New customer services program /
2.2 Ongoing quality initiative /
2.3 New Quality initiative /
2.4 Productivity improvement project /
2.5 History on pass improvement projects /
3. Operational and Legal
3.1 New Technology introduction /
3.2 Major construction project /
3.3 Working extra-time /
3.4 Strike /
3.5 Majjor Litigation /
26. แบบสำรวจควำมพร้อมขององค์กรต่อกำรเปลี่ยนแปลงด้ำนกำรปรับปรุง
กระบวนกำร (Organization Readiness Assessment)
25
ตอนที่ 2: รายการความมุ่งมั่นและความพร้อมของผู้สนับสนุน
รายการคาถาม 5 4 3 2 1 0
1. Whate the Sponsor(s) Expresses
1.1 Expressed how SPI relates to company strategy /
1.2 Expressed strong personal commitment to SPI /
1.3 Communicates clear and understandable message /
1.4 Communicates the impact to affected individuals /
1.5 Communicates objectives of SPI to organization /
1.6 Promotes problem solving attitude /
1.7 Publically expresses behaviours that must changes /
1.8 Communicates to encourage direct feedback /
2. Observable Sponsor Characteristics
2.1 Strong motivation to implement SPI /
2.2 Believes in the business benefits of SPI /
2.3 Shows strong support if SPI to direct reports /
2.4 Demonstrates personal changes aligned with SPI /
2.5 Demonstrates willingness to pay the price for SPI /
2.6 Strong and tenacious in pursuing the SPI activities /
2.7 Invests effort to build support for the CPI effort /
2.8 Has good relationship with change implement /
2.9 Has good relationship with people affect by SPI /
2.10 Has a good track record in past change initiatives /
3. How Sponsor Acts
3.1 Commits the neccessary resources to SPI /
3.2 Establishes incentives to reinforce change /
3.3 Emphasizes rewards for achieving change /
3.4 Focuses on reinforcement on direct reports /
3.5 Emphasizes formal and information recognition /
3.6 Links rewards to the achievement of change /
3.7 Establishes mechanisms for data gathering to
monitor progress of changes
/
3.8 Makes clear how to report SPI progress /
3.9 Makes old behaviours difficult to perform /
3.10 Makes new behaviours easier to perform /
27. แบบสำรวจควำมพร้อมขององค์กรต่อกำรเปลี่ยนแปลงด้ำนกำรปรับปรุง
กระบวนกำร (Organization Readiness Assessment)
26
ตอนที่ 3: รายการประเมินความมุ่งมั่นและความพร้อมของผู้ผลักดันการเปลี่ยนแปลง
รำยกำรคำถำม 5 4 3 2 1 0
1. What Change Agent Expresses
1.1 Believes on the rewards of SPI /
1.2 Understands the disruption that change will
bring
/
1.3 Is committed to the goals of the SPI project /
1.4 Expresses interest in being responsible for SPI /
1.5 Is optimistic about the potential SPI results /
1.6 Expresses confidence in Sponsor’scommitment /
1.7 Believes in a positive personal future through
SPI
/
1.8 Express enthusiasm about the SPI initiative /
1.9 Is happy with time and resources available for
SPI
/
2. Observable Change Agent Charactersitics
2.1 Has a successful history in the organization /
2.2 Is reviewd as competent in current position /
2.3 Experience working with different groups /
2.4 Experience working with all levels of
management
/
2.5 Knowledgeable of perspectives/needs of
sponsor
/
2.6 Has trust, respect, and credibility with the
sponsor
/
2.7 Is viewed as a real asset to the SPI project /
2.8 Knowledgeable of the perspectives and needs
of affected people in SPI initiative
/
2.9 Affected people respect and trust the change
agent
/
2.10 Effectively manages resistance to change /
2.11 Works well with structure of the organization /
2.12 Understands the organization’s culture /
2.13 Has a working “change” principle /
2.14 Possesses high level of analytical skills /
28. แบบสำรวจควำมพร้อมขององค์กรต่อกำรเปลี่ยนแปลงด้ำนกำรปรับปรุง
กระบวนกำร (Organization Readiness Assessment)
27
รำยกำรคำถำม 5 4 3 2 1 0
2.15 Understandsthe value of human and business
issues
/
2.16 Has excellent communication skills /
2.17 Is a team player /
2.18 Is proactive, sets goals, and achieves them /
2.19 Enjoys challenge and uncertainty /
2.20 Feels comfortable working with sponsor /
3. How Change Agent Acts
3.1Hassufficient time to dedicate tothe SPIproject /
3.2 Exerts sufficient authority to make changes /
3.3 Energizes the organization to promote changes /
3.4 Has access to sufficient resources for SPI
initiative
/
3.5 Knows when and how to use power and
influence
/
3.6 Generates a high level of team work /
3.7 Has vested personal commitment to the SPI
project
/
3.8 Is proactively seeking creative solutions /
3.9 Is proactively informing sponsor about SPI
progress
/
3.10 Has properly planned SPI project /
29. แบบสำรวจควำมพร้อมขององค์กรต่อกำรเปลี่ยนแปลงด้ำนกำรปรับปรุง
กระบวนกำร (Organization Readiness Assessment)
28
ตอนที่ 4: รายการประเมินด้านความเชี่ยวชาญและประสบการณ์องค์กร
รำยกำรคำถำม 5 4 3 2 1 0
1. Sponsor Expertise/Experience
1.1 Experience in change management /
1.2 Knowledgeof SPI technology (CMMI, IEEE...) /
1.3 Experience in continuous process improment /
2. Change Agent Expertise/Experience
2.1 Knowledge/expertise in change management /
2.2 Expertise of SPI technology (CMMI, IEEE...) /
2.3 Experience of SPI technology (CMMI, IEEE...) /
2.4 Change Agent experience in change
management
/
2.5 Experience in continuous process improvement /
3. Organizational Expertise/Experience
3.1 Expertise of SPI technology (CMMI, IEEE...) /
3.2ExperienceofSPITechnology(CMMI,IEEE...) /
3.3 Experience on participating in change
management
/
3.4 Expertise in continuous process improvement /
3.5 Experience in continuous process improvement /
ตอนที่ 5: ข้อเสนอแนะ หรือบันทึกอื่นๆ