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Papers
and Publications
Fran O'Hara,
Insight's Managing Director and Senior Consultant is a regular speaker
at seminars and conferences throughout Europe. His presentations include:
Downloads
| European experiences with Software Process Improvement |
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Abstract
This paper will provide a brief overview of the status
of Software Process Improvement (SPI) in Europe - its history, current
situation and future direction. Four case studies will then be presented
covering a diverse range of business domains, organisational sizes and
approaches to SPI. The author has worked closely with each of the organisations
involved in support of their SPI programmes. The case studies will show
the starting position of each company, the approach taken, results achieved
and lessons learnt. A number of themes such as assessment approach used,
cultural/people issues, etc. will be used to explore the experiences
of the various companies. The four case studies are:
· NewWorld Commerce (formerly Cunav Technologies),
· Motorola Cork,
· Silicon and Software Systems and
· Allied Irish Bank.
Assessment models used include SPICE (ISO/IEC TR 15504) [1] and Software
Engineering Institute's CMM [2] (one organisation also achieved ISO9001
certification).
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 DOWNLOAD THIS DOCUMENT (Word Document, 130kb) |
| Software/Test Process Improvement - Partners in Crime |
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Abstract
This powerpoint slide presentation explores the relationship
between Test Process Improvement (TPI) and Software Process Improvement
(SPI). It addresses the following:
· How do SPI models (e.g. SEI CMM) address testing
· What is the relationship between TPI and SPI?
· How to approach practical test process improvement
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| DOWNLOAD THIS DOCUMENT (Zip file, 171kb) |
| Achieving
maximum benefits from formal reviews/inspections - strategies and case
studies |
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Abstract
Formal reviews/inspections are currently a 'hot topic' with many references
and case studies detailing, in quantitative terms, the benefits that
can be achieved. They have been practiced for over twenty years and
yet there are many organisations not using them to anywhere near their
full potential. Indeed, many examples exist where introducing a review/inspection
process and/or maintaining an effective process have failed. This paper
analyses some case studies from the real world of dubious success (and
sometimes even failure) and focuses on some of the key issues which
caused problems. The aim is point out the pitfalls and highlight the
key elements in achieving maximum benefits from introducing and maintaining
a formal review/inspection process. A strategy to deploy the process
is presented which encapsulates some of the lessons learnt.
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| DOWNLOAD THIS DOCUMENT (Word Document, 224kb) |
| Optimising Peer reviews/Inspections
for individual learning and team building |
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Abstract
The individual
learning and team building benefits of the formal review/inspection
process are often not appreciated and sometimes even completely ignored.
Perhaps this is not surprising given the obvious magnitude of the more
direct benefits which inspections can yield, for example, a return on
investment of 10. However, there are organisations that can justify
the use of the process based on the learning benefits alone. This paper
discusses these learning and team building benefits and the associated
development and retention of a quality culture in an organisation. The
aim is also to increase awareness of the people and cultural issues
surrounding inspections. It provides practical guidance on how to optimise
the process to enhance both the indirect and direct benefits and also
on how to avoid the many pitfalls which undermine effective learning
and team building.
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| DOWNLOAD THIS DOCUMENT (Word Document, 233kb) |
| Abstract
for Contradictions paper: (Note: this is a zipped Powerpoint '97
file.) |
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Abstract
This
presenataion discusses the contradictions that are inherent in inspection
processes but which only come to light during process deployment, practice
and maintenance. We explore issues and contradictions relating, for
example, to deployment approaches, human factors, metrics and inspection
customisation. Conclusions and practical guidelines are provided to
help manage these contradictions. Motorola Cork, Ireland (a SEI CMM
level 4 organisation) has experienced many of these contradictions since
they introduced a formal inspection process over 5 years ago. In this
presentation they provide their insights into these contradictions and
describe what has worked well and what hasn't as their inspection process
evolves.
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| DOWNLOAD THIS DOCUMENT (Zip file, 110kb) |
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