Dieter Rombach

Aligning Organizations Through Measurement

39 V. Basili, University of Maryland, College Park, MD, USA; A. Trendowicz, Fraunhofer Institute for Experimental Software Engineering, Kaiserslautern, Germany; M. Kowalczyk, Technical University of Darmstadt, Darmstadt, Germany; J. Heidrich, Fraunhofer Institute for Experimental Software Engineering, Kaiserslautern, Germany; C. Seaman, University of Maryland, Baltimore, MD, USA; J. Münch, University of Helsinki, Helsinki, Finland; D. Rombach, Fraunhofer Institute for Experimental Software Engineering, Kaiserslautern, Germany

GQM+Strategies in a Nutshell

This chapter introduces the GQM+Strategies approach for aligning organizational goals and strategies through measurement. We first explain the basic idea of combining alignment and measurement within GQM+Strategies, which provides an integrated method for explicitly defining organizational goals and controls for the execution of those plans. Next, we describe in detail the core components of GQM+Strategies. This includes a specification of the GQM+Strategies model as well as the description of the GQM+Strategies process for defining, controlling, and continuously improving organizational goals and strategies.

Phase 2: Define Goals, Strategies, and Measurement

In this phase, we derive the GQM+Strategies Grid. In particular, we specify and align organizational goals and strategies within the GQM+Strategies scope, and we quantify goals using GQM graphs. Table 5.1 summarizes the objectives, inputs, basic activities, and outcomes of this phase. In the following sections, we will describe the individual activities of this phase in more detail.

Das ViSEK-Projekt: Aufbau einer nationalen empirisch-basierten Erfahrungsdatenbank für Software-Engineering

Die bisherigen Forschungsarbeiten im Bereich Software Engineering befassten sich uberwiegend mit der Entwicklung von neuen Techniken, Methoden, und Werkzeugen zur Losung von Problemen in der Softwareentwicklung. Das Ergebnis dieser Arbeiten ist eine Vielzahl von Technologien, deren Vor- und Nachteile nur in den seltensten Fallen mit Hilfe von empirischen Studien untersucht worden sind. Ein prominentes Beispiel dafur sind Testtechniken: Obwohl mittlerweile eine grose Anzahl von Testtechniken existiert, gibt es kaum generell zugangliche Informationen daruber, welche davon fur ein konkretes Praxispro-blem am besten geeignet sind.

A Practical Approach to Continuous Improvement in Software Engineering

The software industry is undergoing dramatic changes that require the continuous evolution and improvement of the applied software engineering practices. Improvement initiatives must be driven by explicitly stated goals. They require specific management functions and an appropriate support infrastructure. Improvement processes must be tailored to the specifie goals and characteristics of the given software organization. They should include methods for the stabilization of work practices, for gaining intellectual control over software development, and for sharing and reusing relevant knowledge and experience. Software organizations must also learn continuously about their improvement practices in order to further develop their improvement capabilities. This paper presents the principles and building blocks that are needed to establish continuous improvement in software organizations. The presented improvement approach is based on extensive experience from many industrial improvement programs.

Industrial Challenges and Applications

This chapter gives some insights into typical industrial challenges addressed by GQM+Strategies and highlights some industrial real-life applications of the approach. First, we will focus on typical usage scenarios and real-life challenges addressed by the different domains where the approach has actually been applied. After that, we will take a closer look at the specific challenges and industrial needs of IT and software development companies as this was defined as the initial focus and starting point of the GQM+Strategies approach. Finally, we will present three industrial cases in which the approach was applied:

Summary and Future Perspectives

Measurement provides many benefits to organizations of all types. However, measurement confined to the project level is limited in its ability to provide benefits throughout the organization. Measurement has always been used to help organizations assess and monitor various aspects of their operations and aid executives in strategic decision-making.

Phase 3: Plan Grid Implementation

In this phase, we operationalize the GQM+Strategies grid by preparing plans for implementing and deploying strategies (Strategy Plans for short) and for measuring the impact of the strategies on the attainment of organizational goals (Measurement Plans for short). Strategy plans refer to the setup of a couple of strategic projects in the organization that are responsible for implementing the defined strategies from the grid. Measurement plans refer to the setup or modification of measurement and control mechanisms. Thus, planning includes defining or adjusting procedures with respect to which activities are to be performed, by whom, when, how often, and how they will be performed, including the required infrastructure. Table 6.1 summarizes the objectives, inputs, basic activities, and outcomes of the “plan grid implementation” phase.

Phase 6: Package Improvements

In this phase, we modify the GQM+Strategies grid in order to close the gaps identified in the previous phase. This includes performing the necessary changes to the plans to modify the goals, for example, magnitude or time frame, revising the strategies and modifying any data collection or analysis procedures. If we were successful in achieving our goals and no gaps have been identified, the grid will be kept as is.

Phase 0: Initialize

In this phase, we ensure the conditions for the successful application of GQM+Strategies by securing the commitment and resources for using the method. Furthermore, responsibilities are defined and training is provided for all people involved. Table 3.1 summarizes the objectives, inputs, basic activities, and outcomes of this phase. In the following sections, we will describe the individual activities of this phase in more detail.