Dauguma programinę įrangą kuriančių įmonių susiduria su problemomis: projektai vėluoja, viršijamas biudžetas, klientai nepatenkinti produktų kokybe. Daugelis problemų kyla dėl nebrandaus programų kūrimo proceso, pagal kurį įmonė įgyvendina projektus. Populiariausi pasaulyje programų kūrimo procesų vertinimo modeliai yra ISO/IEC 15504 ir CMMI. Įmonės, norėdamos būti oficialiai pripažintos platesnėje aplinkoje, renkasi vieną iš šių dviejų modelių. Įmonės susiduria su problema, kad skirtingi užsakovai reikalauja skirtingų procesų vertinimo modelių. Todėl įmonėms yra aktualu turėti instrumentą, kuris atvaizduotų jos vertinimo rezultatus iš vieno procesų vertinimo modelio į kitą, neatliekant kaskart realaus įmonės procesų vertinimo. Disertacijoje pateiktas tarpinis programų kūrimo procesų vertinimo modelis yra instrumentas įmonėms, siekiančioms kurti programų sistemas automobilių, krašto apsaugos, kosmoso, medicinos ir kitose pramonės šakose, gauti vertinimo rezultatus pagal įvairius procesų vertinimo modelius, atliekant vieną procesų vertinimą. Pagal pasiūlytą tarpinio programų kūrimo procesų vertinimo modelio kūrimo metodą galima kurti tarpinius modelius ir kitų sričių procesams vertinti. Pavyzdžiui, galima konstruoti tarpinį modelį paslaugas teikiančioms organizacijoms, apimantį CMMI-SVC ir ISO/IEC 15504-8 vertinimo modelius, arba tarpinį modelį bet kokia veikla užsiimančioms organizacijoms, apimantį Enterprise SPICE ir FAA-iCMM vertinimo modelius. / Many software companies face such problems as projects being behind schedule, exceeding the budget, customer dissatisfaction with product quality. Most of the problems arise due to immature software process of the company. The most popular process assessment models worldwide are ISO/IEC 15504 and CMMI. Companies seeking wider official recognition choose between these two models. Companies face the problem that different customers require process assessment according to different models. Therefore, it is important for companies to have an instrument that would transform company’s assessment results according to one process assessment model to another model without actual reassessment each time. The transitional process assessment model proposed in the dissertation allows the companies in the automotive, defence, space, medical, and other industries to have assessment results according to different process assessment models by performing only single process assessment. The presented method for TPAM development could be used developing transitional process assessment models in other domains. For example, service companies could implement a transitional model covering CMMI-SVC and ISO/IEC 15504-8 assessment models, and companies working in other areas could implement a transitional model covering Enterprise SPICE and FAA-iCMM assessment models.

Submitted by Irene Nascimento (irene.kessia@ufpe.br) on 2017-03-14T18:24:41Z No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) UFPE-Tese-FelipeFurtado-2015.pdf: 5186939 bytes, checksum: 3c19f526ae55d20b293ecbb65967ffa7 (MD5) / Made available in DSpace on 2017-03-14T18:24:41Z (GMT). No. of bitstreams: 2 license_rdf: 1232 bytes, checksum: 66e71c371cc565284e70f40736c94386 (MD5) UFPE-Tese-FelipeFurtado-2015.pdf: 5186939 bytes, checksum: 3c19f526ae55d20b293ecbb65967ffa7 (MD5) Previous issue date: 2015-05 / A transição dos métodos tradicionais para os métodos ágeis de gerenciamento de projeto e as mudanças necessárias para a obtenção de seus reais benefícios são difíceis de alcançar. A mudança afeta não apenas o time envolvido com a gestão e o desenvolvimento de software, mas também diversas áreas da organização e, principalmente, exige uma mudança cultural. Aplicar métodos ágeis com aderênciaaos modelos de maturidade, como o Capability Maturity Model Integration (CMMI) ou Organizational Project Management Maturity Model (OPM3), tem sido o foco de discussão no meio acadêmico e no ambiente da indústria de software. As duas abordagens, aparentemente, têm alguns princípios fundamentais e bases diferentes, mas, por outro lado, adotá-las em conjunto é cada vez mais uma realidade para as organizações que desejam produzir software com maior qualidade e acelerando o tempo de desenvolvimento. No entanto, a pressa para chegar a níveis de maturidade, dentro de prazos que são cada vez mais curtos, pode resultar em programas de melhoria com objetivos únicos de adesão a tais modelos, e, muitas vezes, reflete na realização de atividades desnecessárias e geração de documentação excessiva. Neste contexto, os métodos ágeis são mais atraentes, pois são mais leves e aparentemente oferecem um desenvolvimento mais rápido com um custo mais baixo. Assim, processos, modelos e frameworks que resultem em maturidade de processos baseados em princípios ágeis têm sido alvo comum entre as empresas de software. Considerando o alto índice de falha na adoção de agilidade, este trabalho busca responder como é possível definir práticas de gestão de projetos aderentes ao CMMI, utilizando uma estratégia ágil em organizações de desenvolvimento de software de forma gradativa e disciplinada. Neste cenário, o presente trabalho propõe uma estratégia incremental baseada no modelo de maturidade CMMI, fazendo uso das melhores práticas da Agile Project Management (APM) e dos principais Métodos Ágeis: Scrum, Feature Driven Development (FDD), Lean, Kanban, Crystal, Extreme Programming (XP). O método utilizado para avaliação da pesquisa foi baseado em dois grupos focais e um survey com grupos de especialistas da academia e da indústria. Cada grupo com suas especialidades sugeriu mudanças na estratégia ao longo de sua construção e confirmou a sua completude, clareza, e adequação de uso para a realidade da indústria, mostrando ser viável a sua utilização para gestão ágil de projetos em conjunto com o CMMI. / The transition from traditional for agile project management methods and the necessary changes to obtain its real benefits are difficult to achieve. The change affects not only the team involved with management and software development, but also several organizational areas and, especially, requires a cultural change. Apply agile methods complying to maturity models such as Capability Maturity Model Integration (CMMI) or Organizational Project Management Maturity Model (OPM3), has been the focus of discussion in academic field and in software industry environment. Both approaches appear to have some fundamental principles and different bases, but on the other hand, adopt them together is becoming a reality for organizations that wish to produce software with higher quality and faster development time. However, the rush to reach maturity levels within shorter time limits, may result in improvement programs with unique objectives of adherence to these models, and often reflected on unnecessary activities and excessive documents generation. In this context, agile methods are more attractive because they are lighter and provide an apparently faster development at a lower cost. Thus, process, model and frameworks that result in mature processes based on agile principles have been a common target among software companies. Considering the high failure rate in the adoption of agility, this work seeks to answer how it is possible to define project management practices adherent to CMMI using an agile strategy in software development organizations in a gradual and disciplined manner. In this scenario, this work proposes an incremental strategy based on the CMMI maturity model, making use of the best practices of Agile Project Management (APM) and the main agile methods: Scrum, Feature Driven Development (FDD), Lean, Kanban, Crystal, Extreme Programming (XP). The method used to evaluate the research was based on two focus groups and a survey with experts from academy and industry.Each group with its specialties suggested changes in strategy throughout its construction and confirmed its completeness, clarity, and appropriateness of use to the reality of the industry, proving to be viable its use for agile project management in conjunction with CMMI.

Les modèles d’aptitude et maturité de processus logiciel (AMPL) sont actuellement largement utilisés dans l’industrie. Pour exécuter les pratiques définies dans ces modèles, des approches d’ingénierie logicielle sont appliquées. On constate également une grande définition en termes de méthodes, techniques, patrons et normes pour l’analyse, la conception, la mise en œuvre et l’évaluation de systèmes interactifs, axés sur les questions d’Interaction Homme-Machine (IHM). Néanmoins, il est bien connu que les approches d’IHM ne sont pas largement utilisées dans l’industrie. Afin de profiter de l’utilisation des modèles AMPL, cette thèse propose d’intégrer les questions d’IHM (concepts de conception, mise en œuvre et évaluation de systèmes interactifs) dans le modèle international le plus connu (CMMI-DEV – Capability Maturity Model Integration for Development) et dans le modèle brésilien (MR-MPS-SW – MPS for Software reference model). À cette fin, nous avons travaillé sur (i) l’identification des approches de l’IHM appropriées pour chaque pratique de l’ingénierie préconisée par ces modèles, (ii) l’évaluation et l’amélioration des approches de l’IHM identifiées avec des experts en IHM, (iii) la validation de la proposition dans un environnement académique, et (iv) la réalisation de deux études empiriques sur la perception de la connaissance et l’utilisation des approches de l’IHM dans l’industrie. En conséquence, nous avons obtenu 14 catégories d’approches de l’IHM avec des exemples de méthodes, techniques, patrons et normes propres à réaliser chaque pratique des activités d’ingénierie des deux modèles lors du développement de systèmes interactifs. De plus, l’étude empirique avec l’industrie brésilienne a confirmé statistiquement que les consultants de ces modèles AMPL ne connaissent et n’utilisent pas ou peu les approches de l’IHM, comme ils connaissent et utilisent des approches d’ingénierie logicielle. / Software process capability maturity (SPCM) models are currently widely used in industry. To perform the practices defined in these models, software engineering approaches are applied. We also have experienced a large definition of methods, techniques, patterns, and standards for the analysis, design, implementation, and evaluation of interactive systems focusing on Human-Computer Interaction (HCI) issues. Nevertheless, it is well known that HCI approaches are not largely used in industry. In order to take advantage of the widespread use of SPCM models, this thesis proposes to integrate HCI issues (concepts of design, implementation, and evaluation of interactive systems) in the most known international SPCM model (CMMI-DEV – Capability Maturity Model Integration for Development) and in the Brazilian SPCM model (MR-MPS-SW – MPS for Software reference model). To that end, we have worked on (i) the identification of appropriate HCI approaches for each practice of the engineering advocated by these models, (ii) the evaluation and improvement of the identified HCI approaches with HCI experts, (iii) the validation of the proposition in an academic environment, and (iv) the conduction of two empirical studies about the perception of knowledge and use of HCI approaches in the industry. As a result, we got 14 categories of HCI approaches with examples of methods, techniques, patterns, and standards adequate to perform each practice of engineering activities of the both models when developing interactive systems. Moreover, the empirical study, in Brazilian industry, confirmed statistically that consultants of those SPCM models do not know and do not use HCI approaches as well as they know and use software engineering approaches.

Made available in DSpace on 2016-03-15T19:37:56Z (GMT). No. of bitstreams: 1 KHAOHUN SHIA.pdf: 2242262 bytes, checksum: 97a46586e1ac55fd1097f77a932ad878 (MD5) Previous issue date: 2015-08-25 / In a competitive market of software, companies seek an agile development process with quality. Faced with this challenge, the companies target is a certification to prove the ability to produce a high quality product by following a defined process, for example, Capability Maturity Model Integration for Development (CMMI-DEV). To achieve this goal, the company hires experts to change the existing process, which represents a high cost for small and medium-sized businesses. The assumption in this work is to evaluate the possibility of using an agile methodology which adheres to CMMI-DEV. Feature Driven Development (FDD) was the agile methodology selected to assess their adherence to Project Planning area of CMMI-DEV. The evaluation of specific practices was automated by the multi-agent system with two ontologies. The first of them is the Ontology CMMI/FDD, which defines the concepts and the relationship of FDD with these specific practices. The second is the Ontology of Project Planning Document that defines the concepts used in sections of the Project Planning documents. The mapping between the specific practices and implementation was performed by intelligent mapping agents. The results obtained shown that it is possible to automate the process of evaluation of specific practices by the evidences in sections of the documents, reducing the costs involved in hiring a specialist of CMMI. The evaluation of Intelligent Agents of Specific Practices shown that the FDD partially attends to the specific practices, being necessary to change the two documents elaborated from the FDD Document (Project Plan and List of Functionality) and add three auxiliary documents (Risk Management, Data Management and Training Management) to meet all the specific practices of the Project Planning Area of the CMMI-DEV. / Em um mercado competitivo de desenvolvimento de software, as empresas buscam um processo ágil com qualidade. Diante desse desafio, procuram uma certificação para comprovar a capacidade de produzir com qualidade, seguindo um processo definido, por exemplo, o Capability Maturity Model Integration for Development (CMMI-DEV). Para atingir essa meta, a empresa contrata especialistas para alterar o processo existente, o que representa um alto custo para empresas de pequeno e médio porte. A hipótese neste trabalho é avaliar a possibilidade de utilizar uma metodologia ágil aderente ao CMMI-DEV. O Desenvolvimento Guiado por Funcionalidades (FDD) é a metodologia ágil selecionada para computar a sua aderência em relação à área de Planejamento de Projetos do CMMI-DEV. A avaliação das práticas específicas foi automatizada por um sistema multiagentes com duas ontologias. A primeira delas é a ontologia CMMI/FDD, que define os conceitos e a relação do FDD com essas práticas específicas. A segunda é a ontologia dos Documentos do Planejamento de Projeto, que define os conceitos utilizados nas seções dos documentos do Planejamento de Projeto. O mapeamento entre a prática específica e a implementação nas seções de documentação foi realizado pelos Agentes Inteligentes de Mapeamento. Os resultados obtidos mostram que é possível automatizar o processo de avaliação das práticas específicas, mostrando as evidências nas seções dos documentos, reduzindo os custos envolvidos na contratação de um especialista em CMMI. A avaliação dos Agentes Inteligentes de Práticas Específicas mostra que o FDD atende parcialmente às práticas específicas, sendo necessário alterar os dois documentos elaborados a partir do documento do FDD (Plano de Projeto e Lista de Funcionalidade) e adicionar três documentos auxiliares (Gestão de Risco, Gestão de Dados e Gestão de Treinamento) para satisfazer a todas as práticas específicas da área de Planejamento de Projeto.

隨著資訊技術的崛起與發展，無論是政府、企業組織乃至於個人對於資訊系統的依賴愈大，軟體的功能變的愈多，整體的複雜度也日漸提高，相對於軟體品質也就越受重視。對企業而言，軟體是昂貴的物品，但開發的過程卻又很難預測時間與成本。所以如何進行軟體流程管理，進而提昇軟體品質，也就成為學者所熱衷的研究議題。美國國防部遂委託卡內基美隆大學軟體工程學院進行一項研究，用以提供成熟的軟體組織之指引架構（能力成熟度模式，Capability Maturity Model），自1991年推出後，歷經多次增修，為統合其他各式標準再推出CMMI(Capability Maturity Model-Integrated,能力成熟度整合模式)。 本研究延續李有仁（2004）之研究，針對台灣地區的資訊部門之能力成熟度，透過歷史資料的分析，找出長期被追蹤之組織，進行深入研究與探討。在本研究裡，除對CMM至CMMI的演進做闡述外，也整理了國內外數年對軟體流程管理之研究。此外透過本研究，研究者可以觀察到對台灣地區中的資訊部門進行長期追蹤，有哪些組織是逐步的改善；有哪些組織在過程中反而退步了。再針對兩類型之公司進行歷史問卷資料與訪談資料的整理分析，發現成長的公司與退步的公司，其最主要的差異實務層面在於組織架構、技術管理、文件、資源與人力訓練。因為組織是企業的根本，也就是企業的體質，一個企業如果在體質上出了問題，後續訓練的投入也就無以為繼，於是整體的表現就會不佳。研究結果提供給欲投入軟體流程管理之公司及相關研究者參考。 / In the wake of information technology（IT）, the government or business and even the individuals rely heavily on the information system. The more functions of software, the more complexity it has. The research about how to improve software quality through software process management has long been a hot topic. The U.S. Department of Defense commissioned Software Engineering Institute (SEI) at Carnegie Mellon University to develop a standard framework for software organization called Capability Maturity Model. Since it was announced in 1991 and revised many times, SEI released Capability Maturity Model Integrated that integrates other standards. This research extends Li’s 2004 study and examines the capability in MIS departments of Taiwanese top 1000 businesses. It discusses the evolution of CMM and CMMI, and reviews the literature about software process management. This research discovers improved and retrogressive organizations of software process management in Taiwan. It utilizes two sources of data, one is the historical questionnaire data and the other is the interview materials. It discovers that the most significant difference practices are in organizational structure, technology management, document, resource and training. Organization is the base of business, without the base, all the other work is meaningless.

The thesis focuses on optimisation of project management methodology and tools in a small company, engaged in development of enterprise software. The company is facing major challenges, resulting in frequent failure to comply with projects deadlines and costs. The introductory theoretical part presents some possible approaches to solving these problems. These are based primarily on the most popular methodologies and research of various authors. There are three objectives in the practical part. The first one is to analyse the current state of project management area in the company. To fulfil this objective, several analytical methods were used, alongside with the measurement of the maturity of processes using CMMI models. The output of this part is used for identification of major problems related to project management. The second objective is to choose the most suitable methodology for project management optimization. The next part focuses on selection of supporting software tool. The third objective is to present a proposal of changes to the current corporate project management methodology, processes and tools, based on the identification of major problems. The final part presents the schedule of implementation of the proposed changes.

This diploma thesis is focused on Change Management, for which I used translation "správa změn" in my thesis. The diploma thesis includes a proposal for solution of Change Management, which is based from elements of RUP (Rational Unified Process), and methodology and CMMI (Capability Maturity Model Integration). In the first chapter, entitled Software requirements, there are at first defined basic concepts related to Change Management. The chapter includes the definition of software requirements and specification of different types of requirements. Then it focuses on sphere of Requirements Management, involving Change Management. Next part of chapter includes improving of existing processes, which can be used for change-oriented processes. The following section introduces the basic characteristics of RUP methodology. At first there are described its basic features, best practices and elements of methodology. The following there are described the components and procedures of specific discipline Configuration and Change Management. A separate part of thesis is also focused on the the presentation of the CMMI model. In the charter, which is devoted to this model, there is a definition of basic concepts. Then there is description of the model, the various components and method of improving in CMMI model. In the following section is a description of the Change Management in the CMMI model. The final part tries to evaluate the Change Management in concept of the RUP methodology and CMMI model. It also focuses on aspects of integrating these two areas. I try design solution of Change Management based on analysis of available information. This solution is the main aim of my thesis.

Os métodos ágeis introduziram uma nova abordagem de desenvolvimento de software, enfatizando os indivíduos, o produto e a comunicação. Prometem alta satisfação do cliente, baixo índice de erros, tempo de desenvolvimento mais rápido e uma solução para a rápida mudança de requisitos. Por outro lado, modelos de qualidade de software, como o CMMI, prometem previsibilidade, estabilidade e segurança, melhorando a qualidade dos produtos e dos processos da empresa. O intuito desta pesquisa é unir estas duas abordagens na tentativa de aproveitar as vantagens de ambas. Como resultado, apresenta-se o framework Scrum-DR, uma extensão do Scrum, aderente às diretrizes do CMMI-DEV na categoria Suporte. O Scrum-DR possui características do desenvolvimento ágil de software e contempla a utilização de técnicas de Design Rationale, apresentando um modelo que soluciona uma importante questão nas metodologias ágeis. / Agile methods introduced a new approach to software development, emphasizing individuals, product, and communication. They promise high customer satisfaction, low error rates, faster development time and a solution for rapidly changing requirements. On the other hand, software quality models, such as CMMI, promise predictability, stability and security, improving the quality of the company\'s products and processes. The purpose of this research is to link these two approaches in an attempt to take advantage of both. As a result, the Scrum-DR framework, a Scrum extension, adhering to the CMMI-DEV guidelines in the Support category is presented. Scrum-DR has characteristics of agile software development and contemplates the use of Design Rationale techniques, presenting a model that solves an important issue in agile methodologies.

Magíster en Tecnologías de la Información / La naturaleza de la competitividad de los mercados, la evolución y continuo crecimiento de las tecnologías de la información, así como una sociedad que se vuelve más demandante cada día exigiendo productos de mayor calidad y planteando nuevos desafíos a la industria, generan distintos tipos de eventos, lo que posiciona a la gestión de riesgos en un lugar de extrema importancia. Evaluar el alcance y rango de respuestas disponibles que se pueden dar a los riesgos y decidir cuál es la acción más apropiada en un contexto determinado es el corazón de la gestión de riesgos. Responder a los riesgos de forma eficiente se debe traducir en beneficios para los individuos tanto a nivel personal como laboral y para las organizaciones donde trabajan. Las empresas enfrentan una gran variedad de riesgos que pueden alterar el curso o resultado de sus operaciones. Sus resultados esperados pueden estar descritos por medio de una misión o conjunto de objetivos. Los riesgos que impactan una organización pueden interponerse en el camino de lograr sus metas, pueden representar una oportunidad, o bien pueden crear incertidumbre en el futuro cercano. La gestión de riesgos debe ofrecer una solución que se aproxime a la evaluación, control y monitoreo de los distintos tipos de riesgos que pueden ocurrir a nivel organizacional. En el mundo del aseguramiento de la calidad del software los riesgos ocurren de forma permanente y es por ello que la identificación y control de estos es una tarea fundamental. McAfee es una compañía de software relacionada con la seguridad informática. Se encarga de entregar y proveer soluciones y servicios que ayudan a asegurar sistemas, redes y dispositivos móviles alrededor del mundo. En McAfee Labs las prácticas de desarrollo de software están orientadas hacia las metodologías ágiles y los equipos de trabajo han considerado que la aplicación de prácticas ágiles ha sido suficiente para minimizar la ocurrencia de riesgos. Sin embargo, los riesgos existen y se han hecho evidentes, lo que refleja que una adecuada gestión de riesgos no puede omitirse. Los métodos ágiles no plantean lineamientos formales para identificar problemas potenciales o una manera sistemática para identificar los riesgos así como su posible control o resolución y es aquí donde CMMI v1.3 juega un rol importante. CMMI v1.3 es un modelo de madurez de mejora de procesos para el desarrollo de productos y servicios. Básicamente propone un conjunto de mejores prácticas para cubrir el ciclo de vida de un proceso de desarrollo de software. A pesar de que se ha catalogado como un modelo riguroso con respecto a las metodologías ágiles, CMMI define un área de proceso dedicada a la gestión de riesgos, cuyas prácticas proveen un marco formal para institucionalizar la gestión de riesgos en un área específica de la organización. Pero esta nueva versión 1.3 de CMMI incluye además sugerencias para llevar a cabo una gestión de riesgos de la mano con el uso de métodos ágiles, aunque sin indicar específicamente cómo hacerlo. El propósito de este trabajo de tesis es formular, diseñar y poner en marcha una estrategia de gestión de riesgos adoptando prácticas ágiles en la unidad de aseguramiento de la calidad de contenido de la división de gestión de riesgos y cumplimiento de McAfee Labs de modo que se pueda cumplir con el nivel de capacidad 2 de CMMI v1.3.

Os métodos ágeis introduziram uma nova abordagem de desenvolvimento de software, enfatizando os indivíduos, o produto e a comunicação. Prometem alta satisfação do cliente, baixo índice de erros, tempo de desenvolvimento mais rápido e uma solução para a rápida mudança de requisitos. Por outro lado, modelos de qualidade de software, como o CMMI, prometem previsibilidade, estabilidade e segurança, melhorando a qualidade dos produtos e dos processos da empresa. O intuito desta pesquisa é unir estas duas abordagens na tentativa de aproveitar as vantagens de ambas. Como resultado, apresenta-se o framework Scrum-DR, uma extensão do Scrum, aderente às diretrizes do CMMI-DEV na categoria Suporte. O Scrum-DR possui características do desenvolvimento ágil de software e contempla a utilização de técnicas de Design Rationale, apresentando um modelo que soluciona uma importante questão nas metodologias ágeis. / Agile methods introduced a new approach to software development, emphasizing individuals, product, and communication. They promise high customer satisfaction, low error rates, faster development time and a solution for rapidly changing requirements. On the other hand, software quality models, such as CMMI, promise predictability, stability and security, improving the quality of the company\'s products and processes. The purpose of this research is to link these two approaches in an attempt to take advantage of both. As a result, the Scrum-DR framework, a Scrum extension, adhering to the CMMI-DEV guidelines in the Support category is presented. Scrum-DR has characteristics of agile software development and contemplates the use of Design Rationale techniques, presenting a model that solves an important issue in agile methodologies.