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A basis for process improvement in application management (1997)

Boldyreff, Cornelia ; Drost, Marc ; Hinley, Dave ; [et al.]

Springer

Software quality journal 6 (1997), S. 99-111

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ISSN: 1573-1367

Keywords: Keywords: process improvement ; application management ; facilities management ; trial assessment

Source: Springer Online Journal Archives 1860-2000

Topics: Computer Science

Notes: Abstract While the challenges to the software industry in the 1980s were highly focused on the processes for software development, the challenges for the 1990s and beyond are broader, encompassing all the services associated with the IT needs of the customer. Origin expects the contribution to turnover from Applications Management to be far greater in the coming years than that from ‘traditional’ software development projects. The Application Management service not only involves different processes, but also requires a more customer-oriented, service-based attitude on the part of the service supplier. However, the basic need to be able to assess the capability of an organization and improve its processes is the same. Anticipating this need, the University of Durham has for some years taken part in the Application Management Environments and Support (AMES) project, supported by the European Community under the ESPRIT programme, project 8156. AMES builds on CMM principles and process modelling for Applications Management. In late 1995 Origin and the University of Durham collaborated in an evaluation of AMES for the Origin situation by carrying out a trial assessment. This paper reports on the results of that trial and sketches our vision for future development. As well as presenting our own experience, we aim to stimulate discussion on the broadening of current developments (such as SPICE) to cover the wider spectrum of IT services.

Type of Medium: Electronic Resource

URL: http://dx.doi.org/10.1023/A:1018547615730

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SPI: ‘I can't get no satisfaction’ - directing process improvement to meet business needs (1997)

Reiblein, Susan ; Symons, Andy

Springer

Software quality journal 6 (1997), S. 89-98

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ISSN: 1573-1367

Keywords: Keywords: business process improvement (BPI) ; continuous process improvement ; software quality ; software process improvement (SPI) ; IT strategy determination

Source: Springer Online Journal Archives 1860-2000

Topics: Computer Science

Notes: Abstract IT managers commonly complain of lack of resources for Software Process Improvement (SPI) projects. The authors postulate that this comes from lack of understanding by the company board of the benefit of SPI, and perhaps a lack of understanding by IT managers of the needs of the company board? So how can IT managers obtain satisfaction? A shortcoming of the ISO-9001 and the Capability Maturity Model (CMM) approaches to process improvement (in software production) is the lack of explicit connection to the business goals of the organization in question. In the eyes of business management, therefore, these models appear to represent an ‘idealized’ view of the world. A negative assessment against such a model is insufficient, in itself, to justify significant expenditure on an improvement plan. While a standardized model is invaluable as a common reference for measurement and comparison, the initiation of a meaningful improvement plan requires investment of money and allocation of resources; and that can only take place if current business goals, not an ‘ideal’ model, are the motivating force. The draft SPICE method has recognized this need. It proposes the comparison of an assessed capability profile with a target capability profile. However the current draft standard (version 2.0) contains little guidance on how to arrive at such a target capability profile. This paper describes a method for drawing up such a target capability profile. To preserve clarity, we have placed the description of our method in the context of a SPICE assessment and process improvement, but the method would also be suitable for use with ISO, CMM, ITIL or other process models.1 In all cases an improvement plan can be set up which is visibly geared to the business goals.

Type of Medium: Electronic Resource

URL: http://dx.doi.org/10.1023/A:1018595531660

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