Software Process Improvement in Brazil: Evolving the MPS Model and Consolidating the MPS.BR Program

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S

oftware Process Improvement in Brazil:

Evolving the MPS Model and Consolidating

the MPS.BR Program

Gleison Santos – COPPE/UFRJ, Kival Weber – SOFTEX/MPS.BR, Ana Regina Rocha – COPPE/UFRJ

SUMMARY

1.

Introduction

2. Evolving the MPS Model

3. Consolidating the MPS.BR Program

4. Conclusion

In: CLEI 2009 (XXXV Latin American Informatics Conference)

September, 22-25, 2009. Pelotas, RS - Brazil

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Introduction

•

In December 2003

i.

The Association for Promoting the Brazilian Software Excellence

(

SOFTEX

) began a nationwide program (

MPS.BR program

)

ii.

... MPS.BR is the acronym of the Portuguese expression “

Melhoria

de Processo do Software Brasileiro

” and stands for Brazilian

Software Process Improvement ...

iii.

aiming at evolving and disseminating a software process and

assessment model better suited to the Brazilian industry/community

(

MPS model

)

•

This presentation

i.

focuses on the MPS model evolving and on the actions to consolidate

the MPS.BR program achievements

ii.

shows the most relevant results of this period along with the assets

produced and data about performance results

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SOFTEX - Association for Promoting the Brazilian

Software Excellence (Associação para Promoção da

Excelência do Software Brasileiro)

<www.softex.br

>

•

SOFTEX is a private not-for-profit organization which fosters

entrepreneurship and entrepreneurial development initiatives,

financing and funding activities, and business development in Brazil

and abroad, aiming at promoting competitiveness of the Brazilian

Software Industry

•

SOFTEX (headquartered in Campinas-SP, Brazil) acts through its 22

SOFTEX Agents, distributed among 13 Brazilian states. There are

more than 1,300 associated software companies (over 70% are

SMEs)

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MPS.BR objective

aims to improve the software

processes of the Brazilian companies

MPS.BR technical goals

aim to create and

improve the MPS model by providing:

i.

MPS guides

ii.

MPS courses, exams and workshops

iii.

MPS Implementation Institutions (II –

Instituições Implementadoras)

accredited to support the

implementation of the MR-MPS

iv.

MPS Assessment Institutions (IA –

Instituições Avaliadoras) accredited to

assess organizations using the

MA-MPS

v.

MPS Acquisition Consultants (CA

-Consultores de Aquisição) certified to

support the acquisition of software and

related services

MPS.BR market goals

aim to disseminate

and promote the adoption of MPS model

in a fair period within reasonable costs

all over the country by:

i.

creating and improving the MN-MPS

Business Model

ii.

supporting the use of the MR-MPS

Reference Model by a large number of

Brazilian practicioners and organizations

iii.

promoting assessments of a large

number of Brazilian organizations based

on the MA-MPS Assessment Model

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MPS.BR Program: Phases and Challenges

•

Until now, there were

two phases

:

i.

MPS.BR Implantation Phase

(2004-2007)

ii.

MPS.BR Consolidation Phase

(2008-2011)

•

Both comprise

three challenges

:

i.

Technical-scientific challenge:

evolving the MPS Model

ii.

Market challenge:

disseminating the MPS Model in Brazil

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S

oftware Process Improvement in Brazil:

the MPS.BR Program

SUMMARY

1. Introduction

2.

Evolving the MPS Model

4. Conclusion

In: CLEI 2009 (XXXV Latin American Informatics Conference)

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MPS Model: MR-MPS, MA-MPS, and MN-MPS

MPS

Model

ISO/IEC

12207

MR-MPS

Reference Model

Assessment Guide

CMMI-DEV

MN-MPS

Business Model

MA-MPS

Assessment Method

ISO/IEC

15504

MPS.BR Document

Acquisition Guide

General Guide

Implementation Guide

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Evolving the MR-MPS Reference Model:

General Guide:2009

- maturity levels (ML),

processes and process attributes (PA)

ML Processes (process outcomes) PA (process capability)

A

(no new processes are added) 1.1, 2.1, 2.2, 3.1, 3.2, 4.1*, 4.2*, 5.1*, 5.2*

B

Project Management (new outcomes) _{1.1, 2.1, 2.2, 3.1, 3.2, 4.1*, 4.2*}

C

Decision Management, Risk Management, and Development for

Reuse 1.1, 2.1, 2.2, 3.1, 3.2

D

Requirement Development, Product Design and Construction, Product

Integration, Verification, and Validation

1.1, 2.1, 2.2, 3.1, 3.2

E

Human Resource Management, Process Establishment, Process

Assessment and Improvement, Project Management (new

outcomes), and Reuse Management 1.1, 2.1, 2.2, 3.1, 3.2

F

Measurement, Configuration Management, Acquisition, Quality

Assurance, and Project Portfolio Management 1.1, 2.1, 2.2

G

_{Requirement Management and Project Management} 1.1, 2.1

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Evolving the MR-MPS Reference Model:

General Guide:2009, Acquisition Guide:2009,

and Implementation Guide:2009

• Revision of PAs to improve the adherence to ISO/IEC 15504-2:2003- Process assessment. Part 2: Performing an assessment

• Change of the name of the process Decision Analysis and Resolution process to Decision Management, as defined in ISO/IEC 12207:2008 - Software life cycle processes

• Transformation of all Causal Analysis and Resolution process outcomes into a set of Process Attribute achievement Result (PAR) related to PA 5.1 in order to increase the compatibility to ISO/IEC 15504-2:2003 because there is no such process in ISO/IEC 12207:2008

• Definition of a new Project Portfolio Management process in the MR-MPS Level F to guarantee that companies analyze their project portfolios to initiate and sustain necessary, sufficient, and suitable projects in order to meet the strategic objectives of the organization

• MPS Implementation Guide review to improve the understanding of the outcomes described in the MPS General Guide and to clarify what is a suggestion and what is mandatory in MA-MPS assessments

• Review of MPS Implementation and Acquisition Guides due to comments and experiences collected from MPS assessors and MPS model implementation consultants during the last two years in order to facilitate the MPS model interpretation and, last but not least, to make the model more suitable to the organization reality

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Evolving the MA-MPS Assessment Model:

Assessment Guide:2009

•

Review of MPS Assessment Guide due to comments and experiences collected

from MPS assessors and MPS model implementation consultants during the last

two years in order to facilitate the MPS model interpretation and, last but not

least, to make the model more suitable to the organization reality

•

MA-MPS rules to characterize the MR-MPS Maturity Level G were reviewed to

reflect ISO/IEC 15504-2:2003 requirements that says that PA 1.1 must be

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Evolving the MN-MPS Business Model:

Triangle of Services:

backstage, stage, and

client

MPS.BR Program

(SOFTEX,

ETM, and FCC)

II & IA

MNE

MNC

(IOGE)

Agreement

Agreement,

if pertinent

SOFTEX – Association for Promoting the Brazilian Software Excellence (Associação para Promoção da Excelência do Software Brasileiro) ETM – MPS Model Technical Team (Equipe Técnica do Modelo)

FCC – MPS Accreditation Forum (Fórum de Credenciamento e Controle) IA – MPS Assessment Institution (Instituição Avaliadora)

II – MPS Implementation Institution (Instituição Implementadora)

IOGE – MPS Organizing Institution of Groups of Enterprises (Instituição Organizadora de Grupo de Empresas) MNC – MPS Cooperative Business Model (Modelo de Negócio Cooperado entre grupo de empresas)

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S

oftware Process Improvement in Brazil:

the MPS.BR Program

SUMMARY

1. Introduction

3.

Consolidating the MPS.BR Program

4. Conclusion

In: CLEI 2009 (XXXV Latin American Informatics Conference)

(13)

Consolidation Phase of the MPS.BR Program:

2008-2011

Consolidation of the structure of the

MPS.BR program and improvement of

the MPS model

, with four goals:

i.

consolidation of the MPS.BR program

structure

ii.

MPS model improvement

iii.

accreditation of Implementation

Institutions (II) and Assessment

Institutions (IA)

iv.

analysis of MPS.BR

Lessons Learned

and

Performance Results

Dissemination of the MPS model in Brazil

,

with four goals:

i.

training people in the MPS model:

courses, exams and workshops

ii.

support to groups of enterprises for MPS

based implementation and assessment in

the levels G and F (

base of the pyramid

),

under agreement with the IOGE

iii. support to groups of enterprises for MPS

based implementation and assessment in

the levels E, D and C (

middle of the

pyramid

), under agreement with the IOGE

iv. dissemination of the MPS software

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The MPS.BR Program is

managed

by:

i.

MPS.BR Program Team

(UE – Unidade de Execução): responsible to

manage the program activities, coordinated by SOFTEX

ii.

MPS Technical Model Team

(ETM – Equipe Técnica do Modelo):

responsible to develop and maintain the MPS model, and to prepare and

execute MPS model trainings, coordinated by COPPE/UFRJ

(Universidade Federal do Rio de Janeiro)

iii.

MPS Accreditation Forum

(FCC – Fórum de Credenciamento e

Controle) responsible to accredit organizations to provide MPS

model-based implementation and assessments services, to evaluate and

control implementation and assessment results, and to ensure that these

accredited organizations execute their activities within expected ethical

and quality limits

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The MPS.BR Program

financial

sustainability

is achieved through the:

i.

revenue of MPS related services

such as course,

exam, and accreditation fees

ii.

financial support

in the context of agreements

signed between SOFTEX and partners such as

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Results Accomplished of the MPS.BR Program:

Trained People & Accredited Institutions

•

In order to

train people

, a strategy

(constituted of official courses

and exams) was defined and is

being executed to establish and

maintain a community of MPS

model practitioners. Since 2004:

i.

3,718

people attended MPS

model courses in different

Brazilian cities

ii.

1,120

people were

successfully approved in MPS

model exams

•

An important factor to guarantee the

adoption of the MPS model is to

accredit institutions

in different parts

of the country to provide MPS

model-based services. Nowadays:

i.

19 II

are accredited to provide

MPS model-based

implementation services (

137

MPS model implementation

consultants are associated to

accredited II effectively working

in MPS model-based initiatives)

ii.

10 IA

are accredited to provide

MPS model-based assessment

services (

51

competent and

provisional assessors are

associated to accredited IA with

conditions to conduct MPS

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Results Accomplished of the MPS.BR

Program:

173 Published MPS Assessments

i. The MPS assessment results are published on the Web site

www.softex.br/mpsbr

ii. Most of these organizations are SMEs (74%) but there are also big companies and large government organizations (26%) such as Brazilian Navy and Brazilian Air Force units, and Bank of Brazil

iii. The MPS and CMMI assessments, in the correspondent maturity levels, both are recognized in acquisitions by Brazilian private and government organizations as a way of demonstrating organizations’

process quality

0

10

20

30

40

50

60

70

G F E D C B A

2005-2007: 72

organizations

2008-2011: 101

organizations

until Sep 21,

2009

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Performance Results

of Organizations that

Addopted the MPS Model

iMPS 2008 survey

, based on 123 valid questionnaires, indicates that organizations

that adopted the MPS model presented

higher user satisfaction degree, higher

productivity, and capacity to develop large projects

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S

oftware Process Improvement in Brazil:

the MPS.BR Program

SUMMARY

1. Introduction

4.

Conclusion

In: CLEI 2009 (XXXV Latin American Informatics Conference)

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Conclusion

i. Concerning the MPS model evolution:

i. stimulus to the adoption of best software engineering practices by the enterprises of the industry are both in the

development and maintenance

processes and in the software acquisition process

ii. it is in conformance to international standards, compatible with the CMMI, based on the best software engineering practices, and adequate to the reality of Brazilian enterprises

iii. three new MPS Implementation guides will be created still in 2009 to describe how to implement the MPS model on organizations that acquire software (part 8), Code Factory organizations (part 9), and Test Factory organizations (part10)

• Concerning the MPS.BR program consolidation: i. the MPS.BR is a mobilizer program; it is a

big business in the Brazilian software

industry with a strong interaction University-Enterprise-Government

ii. the MPS.BR is a long-term program; until now, the program sustainability was

guaranteed and the achieved results were excellent, outperforming the expected results

iii. it is a great effort for nationally increasing the capacities of persons, institutions, and organizations interested in the MPS model to continually improve the software

processes in the enterprises and the capacity of innovation both in local and global markets (Software Process Improvement and Innovation)

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Software Process Improvement in Brazil:

the MPS.BR Program

•

Thank You

•

Questions?

Kival Weber MPS.BR Executive Coordinator www.softex.br/mpsbr [email protected]

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