The Brazilian Path to Software Process Improvement (SPI) Contents The Brazilian path to SPI: MPS.BR program and MPS model Performance results of organizations that adopted the MPS model: iMPS surveys Conclusion Kival Weber – Executive Coordinator of the MPS.BR program Marcos Kalinowski – Coauthor of the iMPS surveys CeBIT 2012, 06 to 10 March, Hannover Brazil is the Partner Country at CeBIT 2012 World Quality Report: Brazil is one of the countries that invest more in software quality assurance Ref.: Capgemini, Sogeti, and HP study (TI INSIDE online, July 1st 2011) • In 2010 the most significant increase in software quality assurance budgets were in China (83%) and Brazil (56%), suggesting that emergent economies have investments in ‘quality assurance’ as strategic to their growth and competitiveness advantage • The study considers Brazil as a market in fast expansion by several reasons: – strong foreign direct investments Copyright SOFTEX 2011 – significant investments in infrastructure projects due to the Soccer World Cup 2014 and Rio 2016 Olympic and Paralympic Games – poverty reduction, job creation, and the emerging of a new middle class that increased the consumers spent MPS.BR Program • The MPS.BR program was created in December 2003 by the Association for Promoting the Brazilian Software Excellence (SOFTEX) – a private nonprofit organization aiming at promoting Brazilian software industry competitiveness. It is based on the ‘triple-helical’ argument (Industry + Government + Academy) • The main goal of the MPS.BR program was to establish and disseminate a software process reference model – the MPS model – allowing software organizations, both SME (small and medium-sized enterprises) and large companies, to achieve the benefits of process improvement aiming at increasing competitiveness MPS Model • The MPS model is constituted of three main components: • MR-MPS Reference Model (see MPS General Guide) • MA-MPS Assessment Method (see MPS Assessment Guide) • MN-MPS Business Model ( see www.softex.br/mpsbr ) • MR-MPS and MA-MPS are: • conformant with ISO/IEC 12207 – Software Life Cycle Processes and ISO/IEC 15504 – Process Assessment (SPICE) • CMMI-DEV fully compatible • based on software engineering best practices • in accordance with both SME and large enterprise realities MR-MPS Reference Model (General Guide:2011) 7 Levels A B C D E F G 19 Processes 9 Process Attributes (capabilities) (no new processes are added) 1.1, 2.1, 2.2, 3.1, 3.2, 4.1, 4.2, 5.1, 5.2 (~ CMMI5) Project Management (evolution) 1.1, 2.1, 2.2, 3.1, 3.2, 4.1, 4.2 (~ CMMI4) Decision Management, Risk Management, 1.1, 2.1, 2.2, 3.1, 3.2 Development for Reuse (~ CMMI3) Requirements Development, Product Design and 1.1, 2.1, 2.2, 3.1, 3.2 Construction, Product Integration, Verification, and Validation Human Resources Management, Process 1.1, 2.1, 2.2, 3.1, 3.2 Establishment, Process Assessment and Improvement, Project Management (new outcomes), and Reuse Management Measurement, Configuration Management, Acquisition, Quality Assurance, and Project Portfolio Management Requirements Management and Project Management 1.1, 2.1, 2.2 (~ CMMI2) 1.1, 2.1 343 MPS Assessments in Brazil published at www.softex.br/mpsbr: 70% SME, 30% large organizations (validity 3 years) Latin American Software Industry Network (RELAIS) MPS.BR Program Sponsors: The Brazilian Path to Software Process Improvement (SPI) Contents The Brazilian path to SPI: MPS.BR program and MPS model Performance results of organizations that adopted the MPS model: iMPS surveys Conclusion Kival Weber – Executive Coordinator of the MPS.BR program Marcos Kalinowski – Coauthor of the iMPS surveys CeBIT 2012, 06 to 10 March, Hanover Brazil is the Partner Country at CeBIT 2012 iMPS: Performance Results of Organizations that Adopted the MPS Model • In 2008, SOFTEX hired COPPE/UFRJ’s Experimental Software Engineering Group to model the iMPS project – “Information to Monitor and Provide Evidence Regarding Performance Variation of Software Organizations that Adopted the MPS Model”, and to support the conduct of yearly iMPS trials • The main iMPS goal was to plan a survey, following the principles of Experimental Software Engineering, and to execute it periodically to monitor and provide evidence of performance results of organizations that adopted the MPS model iMPS 2008 Trial • The iMPS2008 survey results, which included 123 questionnaires from different organizations, indicate that organizations that adopted the MPS show greater customer satisfaction, greater productivity and capacity to develop larger projects, when compared to organizations that were starting the MPS model implementation. • Additionally, more than 80% of them reported to be satisfied with the MPS model iMPS 2009 Trial • The iMPS2009 survey results, which included 135 questionnaires from different organizations, showed a notorious satisfaction of the organizations with the MPS model, with over 98% of them reporting to be partially or fully satisfied • Additionally, organizations reported that the return on investment (ROI) was obtained and, for those organizations that have evolved or internalized the MPS in their processes, it was possible to observe improvement tendency regarding cost, project duration, productivity, and quality iMPS 2010 Trial • The iMPS2010 survey results, that featured electronic questionnaires answered by 156 different organizations, showed that the satisfaction of the organizations was again evident, with over 92% reporting to be partially or totally satisfied with the MPS model • The characterization allowed observing that organizations that adopted the MPS have higher customer satisfaction, handle larger projects, are more accurate in their schedule estimates, and are more productive, when compared to organizations that are starting the MPS model implementation • The performance variation analysis allowed to identify that organizations tend to obtain the expected benefits of applying software engineering principles to their development efforts, regarding cost, schedule, quality and productivity iMPS 2011 Trial • The iMPS2011 survey results which featured electronic questionnaires answered by 133 different companies, show that in the satisfaction of the organizations with the model was again evident, with approximately 97% of them reporting to be totally or partially satisfied with the MPS model • The characterization has observed positive correlations between the maturity of organizations in the MPS model and the number of projects (both, in Brazil and abroad). In fact, higher maturity organizations deal with larger projects, showed higher estimation accuracy and higher productivity. • In the performance variation analysis, it was possible to identify that organizations that remain persistent in the use of software engineering practices represented by the MPS maturity levels have more customers, develop more projects, have a greater number of employees, deal with larger projects and show higher estimation accuracy, despite a slight increase caused in the average time spent on their projects. iMPS: Further Details • Further details regarding the iMPS survey results are available in English, Spanish, and Portuguese at <www.softex.br/mpsbr> The Brazilian Path to Software Process Improvement (SPI) Contents The Brazilian path to SPI: MPS.BR program and MPS model Performance results of organizations that adopted the MPS model: iMPS surveys Conclusion Kival Weber – Executive Coordinator of the MPS.BR program Marcos Kalinowski – Coauthor of the iMPS surveys CeBIT 2012, 06 to 10 March, Hannover Brazil is the Partner Country at CeBIT 2012 Conclusion Who were the beneficiaries of the MPS.BR program and MPS model in Brazil and how were the benefits shared among them? (answers based on the ‘triple-helical’ argument) 1. Industry: The main beneficiaries are software SME which amount 70% of the MPS assessments, but 30% on the whole are large corporations both private and government organizations. This suggests that the MPS model is appropriate both for SME and large enterprises. Of course, the clients that use software which improved by adopting the MPS model also were benefited 2. Government : Another beneficiary are the public policies aiming at both to estimulate the adoption of software engineering best practices and to increase competitiveness and produtive capacity of the Brazilian software industry 3. Academy: The Brazilian Academy also was beneficiary both contributing to the software engineering knowledge transfer to the industry and benefiting itself with new challenges and problems to solve in its research and education activities. Last but not the least, the main MPS service providers in Brazil are academic institutes (MPS Assessment Institutions and MPS Implementation Institutions) The Brazilian Path to Software Process Improvement (SPI) Thank you very much Questions ?