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Becoming a Certified Software Development Professional (CSPD)
andOverview of The Software Engineering
Body of Knowledge (SWEBOK)
(Required reading SWEBOK Chapters 1 and 2
Text Ch 1-4)
The SWEBOK Guide
Task Force Objectives
1. Promote a consistent view of SE worldwide2. Clarify the place and boundaries of SE relative to
other related disciplines3. Define/characterize the contents of the SE discipline4. Provide access to the various components of the
SWEBOK5. Provide a foundation for curriculum development
and individual certification and licensing
The SWEBOK Guide Cont’d
A guide to describe the core of the SE Body of Knowledge
Broken into Knowledge Areas
How we will use SWEBOK
Has many “definitions” of most key terms, you will be required to know the terms defined in the chapters assigned.
Has references to primary material (and occasional textbooks), you can use later when/if you need more details.
Only doing an overview, you are expected to know what is there, not necessarily how to do it.
Really covering the SWEBOK takes 5-8 courses!
Knowledge Areas
Establishes boundaries that identify engineering disciplines
May share common boundaries with other disciplines
Does not attempt to describe all of the knowledge within SE
Knowledge Areas Cont’d
There are 10 KAs in the SWEBOK Each KA contains a reasonable topic list
presenting sound information about SE Excludes specific knowledge regarding
application domains, business, technology, SLCs and development methods
Compatible with what is generally found in industry
Knowledge Area Cont’d
Each KA follows the KA Description Specification
Includes description, topics, related areas and reference materials.
The Repeatable Process The first 5 KAs cover the repeatable process
– Requirements– Design– Construction– Testing– Maintenance
Define KA used in the development of software management processes
Together the are comparable to the definition of CMM level 2 excluding business specific knowledge
Software Requirements
Requirements engineering process Requirements elicitation Requirements analysis Software requirements specification Requirements validation Requirements management
Software Design
Basic concepts Key issues of software Structure and architecture Software design quality analysis and evaluation Design notation Software design strategies and methods
Software Construction
Considered one of the fundamental act of SE The construction of working, useful software
through programming, validation and testing. Three styles of construction
– Linguistic– Formal– Visual
Software Construction Cont’d
Principles of construction– Reduction of complexity– Anticipation of diversity– Structuring for validation– Use of external standards
Where does the Software Engineer learn to construct software?
Is Computer Science a required related discipline?
Software Maintenance
Basic concepts Maintenance process Key issues Techniques for maintenance
Is there a SENG course that covers software maintenance?
Related Disciplines
Computer Science Mathematics Projects Management Computer Engineering Cognitive Science and Human Factors Systems Engineering Management and Management Science
The Defined and Managed Process
The last 5 KAs cover the defined and managed process:
• Software Configuration Management
• Software Engineering Management
• Software Engineering Process
• Software Engineering Tools and Methods
• Software Quality Analysis
Together they are are comparable to the definition of CMM level 3 and 4
Software Configuration Management (SCM)
Management of the SCM Process Software Configuration Identification Software Configuration Control Software Configuration Status Accounting Software Configuration Auditing Software Release Management and Delivery
Software Engineering Management
Organizational Management Process/ Project Management Software Engineering Measurement
Software Engineering Process
Software Engineering Process Concepts– Process Infrastructure– Process Measurement– Process Definition– Qualitative Process Analysis– Process Implementation and change
Software Engineering Tools and Methods
Software Tools: requirements tools, design tools, Construction tools, testing tools, maintenance tools , engineering process tools, quality tools, configuration management tools, engineering management tools, infrastructure support tools, Miscellaneous tools issues
Software Methods: – Heuristic– Formal– Prototyping– Miscellaneous
Software Quality
Software Quality Concepts Purpose and Planning of SQA and V&V Activities and Techniques for SQA and V&V Measurement Applied to SQA and V&V
A complete SWEBOK based Education Program
Software Requirement
SWEBOK
Software Design Software Construction
Software Testing
Software Maintenance
Software Configuration Management
Software Engineering Management
Software Quality
Software EngineeringTools and Methods
Software EngineeringProcess
An Organizational alternative
What is CMMI, and how related to PSP and CMM.
What is required to achieve CMMI?
Relating CMMI and EIA 859!
What is CMMI?
•Defines 5 levels of process maturity•Describes model framework to be used for:•Assessing process maturity•Determining priorities•Instituting process improvement
Capability Maturity Model Integration
CMMI
Relation to PSP and CMM
PSP is the Personal Software process, and is basically a “process” (supported by course material to teach it) for an individual to follow a capabilities-based maturity model.
CMM is the older SEI Capability Maturity Model, strictly for Software Development. CMMI is a generalization that covers more systems and project issues as well as business processes.
Level 1 - Performed
Level 2 - Managed
Level 3 - Defined
Level 0 - Incomplete
CMMI Levels
The five levels of CMMI process
maturity!
Level 4 Quantitatively
Managed
Level 5
Optimizing
NO
CMMI Level 0Incomplete
YES
Performing at CMMILevel 0
• Are Data Management requirements being met?
• Are all customers identified?
• Are all customer requirements identified?
• Are customer requirements beingmet?
Are all processgoals beingaccomplished?
Are one or
more of the process goals not accomplished?
Process not performed
At what CMMI Level are we performing?
Review data managementprocedures to determine CMMI Level
How do we achieve Level 1?
Identify your customers Identify customers needs Identify management process goals
Identify work productsDevelop steps to producethe desired work products
What is CMMI Level 1?
Level 1 - Performed
•Specific goals are being accomplished•No defined processes•Individuals may follow differing procedures•Using general purpose tools
CMMI Level 1
Characteristics
•Dependent on individuals•Results vary•Resources vary•Results unpredictable•Practices are informal•Quality inconsistent
Determining the CMMI Level
NO
Is the processdocumented?
CMMI Level 1
Process Performed
Performing at CMMILevel 1
NO NO NO NO
YES YES YES YES YES
Are there policies
governing the process?
Is there a process plan?
Are there adequateresources
to execute the Plan?
Is trainingprovided forindividuals
executing theProcess?
EIA 859
EIA Standard 859
Industry Standard for
Data Management
Includes 9 high level Data Management Principles
Principles address functions of Data Management
Describes fundamental concepts to be considered when structuring a Data Management process
DRAFT
EIA Standard 859
Industry Standard for
Data Management
DRAFT
Principles
1. Define the organizationally- relevant scope of Data Management2. Plan for, acquire, and provide data responsive to customer requirements3. Develop DM processes to fit the context and business environment in which they will be performed.4. Identify data products and views so their requirements and attributes can be controlled.5. Control data repositories, data products, data views, and meta data using approved change control process.6. Establish and maintain an identifi- cation process for intellectual property, proprietary, and competition-sensitive data.7. Retain data commensurate with value.8. Continuously improve data management.9. Effectively integrate data management and knowledge management.
EIA 859 Principles
EIA 859
1. Define the organizationally- relevant scope of Data Management2. Plan for, acquire, and provide data responsive to customer requirements3. Develop DM processes to fit the context and business environment in which they will be performed.4. Identify data products and views so their requirements and attributes can be controlled.5. Control data repositories, data products, data views, and meta data using approved change control process.6. Establish and maintain an identifi- cation process for intellectual property, proprietary, and competition-sensitive data.7. Retain data commensurate with value.8. Continuously improve data management.9. Effectively integrate data management and knowledge management.
Principles
CMMI
Advocates Repeatable Processes
Project Level&
Enterprise Level
CMMI & EIA 859
Level 1 - Performed
Level 2 - Managed
Level 3 - Defined
Level 4 Quantitatively
Managed
Level 5
Optimizing
Relating CMMI & EIA 859
EIA Standard 859
Industry Standard for
Data Management
DRAFT
Principles
1. Define the organizationally- relevant scope of Data Management2. Plan for, acquire, and provide data responsive to customer requirements3. Develop DM processes to fit the context and business environment in which they will be performed.4. Identify data products and views so their requirements and attributes can be controlled.5. Control data repositories, data products, data views, and meta data using approved change control process.6. Establish and maintain an identifi- cation process for intellectual property, proprietary, and competition-sensitive data.7. Retain data commensurate with value.8. Continuously improve data management.9. Effectively integrate data management and knowledge management.
3. Develop DM processes to fit the context and business environment in which they will be performed
1. Define the organizationally- relevant scope of Data Management
8. Continuously improve data management.
CMMI Level 2
Level 2 - Managed
•Planned and executed IAW policy/procedures•Established objectives•Adequate resources•Applicable to a particular group/project
Level 2 - Managed
CMMI Level 2
YES YES YESYES YES Are there established policies
governing the process?
Is there a process plan?
Are there adequateresources
to execute the Plan?
Is trainingprovided forindividuals
executing theProcess?
Is the process Documented?
Develop policies for process execution based on organizational requirements and customer needs.Develop standards for work products and services.Identify stakeholders.Define process dependencies and work products and services.Define resource requirements (funding, people etc.)Define work products requiring configuration control.Define process measurement requirements to determine process performance.
CMMILevel 2
EIA 859
Develop DM processes to fit the context and business environment in which they will be performed.Determine related organizational policies.Identify external forces.Determine related business objectives.Determine requirements for access and delivery.Determine who will create, access, update, and dispose of the data.
Principle 3
CMMILevel 2
Evaluate the effect of deviations from the process plans and descriptions.Review accomplishments against process plans and descriptions.Place the process work products under configuration management.Coordinate the process plan and description with relevant stake- holders.Monitor and control the process.Assign responsibility and authority for performing the process.Obtain the necessary resources.
EIA 859Principle 3
Make needed adjustments in processes, practices, policy, organizational alignment and infrastructure.
Control the integrity of data, data elements, data structures and data views.Establish a change control process that imposes the appropriate level of review and approval.
Establish mechanisms for tracking and determining status of data.
Is the processbeing objectively
evaluated?
Comparing CMMI Level 2 & EIA 859
YES YES YESYES
Is the processmonitored?
Are work productsunder configuration
control?
Are all relevantstakeholders being
considered?
Is the processcontrolled and
measured?
CMMI Level 3
Level 3 - Defined
•Process institutionalized•Process consistent across the organization•Process measurable
YES YES YESYES
Is the processunique to theorganization?
Is the processconsideredstandard?
Is the processbeing objectively
evaluated?
Is the processdefined?
Is the processinstitutionalized?
YES
CMMILevel 3
Define process steps for institutionalization.Define policy/guidelines for tailoring process steps.Define process tailoring.Document process tailoring.Collect and document work process/product measurement results.Develop and maintain a data base for process/product measurement information.Document and store lessons learned in the data base.
CMMILevel 3
Define process steps for institutionalization.Define policy/guidelines for tailoring process steps.Define process tailoring.Document process tailoring.Collect and document work process/product measurement results.Develop and maintain a data base for process/product measurement information.Document and store lessons learned in the data base.
EIA 859Principle 8
Establish and maintain a metric process and reporting strategy.
Establish the necessary tools and infrastructure to support the process and assess the results.
YESYES YESYES
Is the tailored process documented?
Is there a
data base to record processimprovements?
Are there guidelines
for tailoring the institutionalized
process?
Is the processquantitativelymanaged?
CMMI Level 3
CMMI Level 4
•Controlled using statistical and other techniques•Process variation identified
Level 4Quantitatively Managed
CMMI Level 4
YES YESIs
the processstable and
predictable?
YESYES YES
Is the collected data
being analyzed?
Are the
quantitative/qualitative objectives
based on customerneeds?
Are significantprocesses/products
statisticallymanaged?
Is quantitative/
qualitative process/product data
beingcollected?
CMMILevel 4
Determine an understanding of the ability of the process to achieve the quantitative objectives.Determine objectives for statistical control.Identify and measure the sub- process determined to be under statistical control.Identify and measure process and product attributes important to quality and process performance.Identify causes for process variation.Manage processes to attain statistical stability and predictability.
.
CMMILevel 4
Predict the ability of the process to achieve performance objectives using managed statistical data.Institutionalize process performance baselines.Take appropriate action when desired quantitative and process/ product performance objectives are not being met.
EIA 859Principle 8
Recognize the need to continuously improve the quality of data resources.Establish and maintain a metric process and reporting strategy.Establish the necessary tools and infrastructure to support the process and assess the results.Monitor the quality of data to improve data and processes.
CMMI Level 5
•Continuously improving performance•Incremental improvement•Technological improvement
Level 5Optimizing
Comparing CMMI Level 5 & EIA 859
CMMILevel5
Develop and maintain process/ product improvement objectives.Identify and implement tech- nelogical innovations for process/ product improvements.Manage process/product improve- ment deployment.Measure results against objectives.Identify and correct process/ product defects.
EIA 859Principle 8
Recognize the need to continuously improve the quality of data resources.Implement a strategy for on-going improvement.Improve Data Management through a systematic and self- diagnostic process..Identify objective evidence of improvements.
YES YES YESYES Doesthe process
include continuousimprovementobjectives?
Doesthe process
allow for techimprovements?
Is the processoptimized?
Doesthe process
include a planfor attainingimprovementobjectives?
Does the process
identify problemsand
defects?
Summary
EIA Standard 859
Industry Standard for
Data Management
DRAFT
CMMI Data Management
Level 1
Level 2
Level 3
Level 4
5Level
References Guide to the Software Engineering Body of Knowledge: Trial
Version, 2001, http://www.swebok.org/stoneman/version09.html Trip, Leonard L., Professionalization of Software Engineering: Next
Steps, 1999, http://www.swebok.org/documents/x3009.pdf “A Summary of the ACM Position on Software Engineering as a
Licensed Engineering Profession”, http://www.acm.org/serving/se_policy/selep_main.html
“An Assessment of Software Engineering Body of Knowledge Efforts: A Report to the ACM Council“, http://www.acm.org/serving/se_policy/bok_assessment.pdf
IEEE Computer Society Web Site: http://computer.org/certification Code of ethics http://computer.org/certification/ethics.htm Comm. of the ACM, Nov. 2002 (45, 11)
– Licensing Software Engineers - 6 articles