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Contents 1 Overview 2 Part 1 - Spreading Concepts into Spice 3 Part 2 - Produce Management Model 4 Part 3 - Setting Up Input Definition 5 Part 4 - Setting Up Assessment Modeling 6 Part 5 - Setting Up Assessment Instruments and Tools 7 Part 6 = Perform Assessor Selection and Criteria Setup 8 Part 7 - Perform Process Improvement 9 Part 8 - Determine Supplier Process Capacity 10 Part 9 - Vocabulary

[edit] Overview

This article describes the SPICE project 9 documents set that resulted in the ISO/IEC 15504 standard. Both process activity and resulting deliverables are covered in this to give a complete view of the processes and results.

For modeling an UML based method is used [4]. The processes, activities and deliverables described are based upon the 9 part document set as defined within the original SPICE project [1]. This subject is also related to concepts and standards like ISO/IEC 12207 [2], CMM [5] and ISO/IEC 15504 [3], the new version of the SPICE standard document set/standard [1].

     Figure1, SPICE  components an overview of the Spice document set [1].

Give a short overview of the link between the 9 parts. Figure 1 will be explained in the model(s) that follows. Described are the above depicted SPICE baseline model parts and the actions and deliverables that go with them.

Basic explanation of the SPICE document set and resulting processes and deliverables. On the left in the grey you can see the actions/processes. The right side in the white depicts the deliverables/concepts that are the result of the actions/processes.

 

Figure 2, Part 1 of the document set linked action and deliverable.

[edit] Part 1 - Spreading Concepts into Spice

Spreading the concepts of the SPICE project in the organization. The project startes with the education of the organization, all employees involved need to learn the method.

MAIN ACTIVITY: Part 1 SPREADING CONCEPTS INTRO SPICE. (It is key to get the involved idears and concepts spread and accpeted in the organization, this is done in this phase)
SUB - ACTIONS:	SUB - DELIVERABLES:
Spreading the concepts of the SPICE project in the organization. (Informing all involved about the SPICE method)	Concepts spread in the organization. (In this part the concepts of the SPICE method is spread in the organization to start the project up)

 

 

Figure 3, Part 2 of the document set linked action and deliverable.

[edit] Part 2 - Produce Management Model

The management model is made with practices. During part 2 of this model the practices are defined into two categories or groupings. The practices are selected either ‘base practice’ or ‘generic practice’ . [1] document part 2.

MAIN ACTIVITY: Part 2 PRODUCE MANAGEMENT MODEL (This phase is for determining the scope and maturity of the organization involved, this is measured in two dimensions. Scope measured by base practices and maturity measured by generic practices.)
SUB - ACTIONS:	SUB - DELIVERABLES:
Produce management model (This part of the activities produces the measures for the capability measure)	Base practice (These determins the scope of the assessment defined by 5 categories ordered by interaction or the process) See Suite set document part 2 [1] for more details. Categories include: Customer, engineering, project, support and organization.
	Generic practice (Within the practices there are 5 levels to determine the capability of the organization that is being measured.) See Suite set document part 2 [1] for more details. This is also in part related to http://en.wikipedia.org/wiki/Cmm">CMM [5].

 

 

Figure 4, Part 3 of the document set linked action and deliverable.

[edit] Part 3 - Setting Up Input Definition

This activitygroup is meant for setting up and performing a rating model. To determin what to select, record and rate, that is being done in this step.

• DETERMINE RESPONSIBILITIES.

To setup responsibility descriptions that are needed for the rating process.

• SET UP ASSESS AND RATING PROCES MODEL.

The substep that is used for setting op a model for the manner of assessment rating.

• PERFORM OUTPUT RECORDING.

This substep insures that the actual outcomes of the assessment and rating is stored.

MAIN ACTIVITY: Part 3 SETTING UP INPUT DEFINITION (During this phase the practices generic/base that have been defined in the previous part will be sorted, measured and weight.)
SUB - ACTIONS:	SUB - DELIVERABLES:
SETTING UP INPUT DEFINITIONS (setting the guides for input selection)	Determining assessment input (selection of the practices and measures)
DETERMINE RESPONSIBILITIES (setting the needed responsibilities, the team members needed for correct exceution)	Descriptions for rating process (the factors for rating are set here)
SET UP ASSES AND RATING PROCES MODEL (process of selecting the criteria for assessment and rating)	Rating system(s) (performed rating)
PERFORM OUTPUT RECORDING (setting criteria for the output format)	Storage output (store the scores of the practices)

 

 

Figure 5, Part 4 of the document set linked action and deliverable.

[edit] Part 4 - Setting Up Assessment Modeling

This activitygroup has the purpose to perform an assessment.

• PERFORM REVIEW INPUT ASSESSMENTMODELING.

A set of guides or model must be made here to asses the input.

• MODEL INSTANCE SELECTION.

Instances must be selected from the processes that will be assessed.

• PERFORM TEAM-BASED ASSESSMENT.

Setting up a team-based assessment, setting guides and rules etc.

• MAKE MODELING FOR INFORMATION COLLECTING AND VERIFICATION.

This step is for organizing the collection of information and verification of this.

• MAKE DERIVED RATING MODEL.

A model for rating the information that has been gathered must then be made during this step.

• PERFORM VALIDATION MODELING.

Then to insure the rating and data is valid it must be checked in a model.

• MAKE ASSESSMENT OUTPUT MODELING.

This to process the output into a usable form, for example a document.

MAIN ACTIVITY: Part 4: SETTING UP ASSESSMENT MODELING (Determining the planning of the input, review and output is most important otherwise the data gained is not correct or reliable.)
SUB - ACTIONS:	SUB - DELIVERABLES:
PERFORM REVIEW INPUT ASSESSMENTMODELING	A set of guides or model for input
MODEL INSTANCE SELECTION	Selected instances
PERFORM TEAM-BASED ASSESSMENT	Assessment guide/report/rules
MAKE MODELING FOR INFORMATION COLLECTING AND VERIFICATION	Collected information verification process
MAKE DERIVED RATING MODEL	Rating model/process
PERFORM VALIDATION MODELING	The validated information/data
MAKE ASSESSMENT OUTPUT MODELING	Useful data (example: document)

 

Figure 6, Part 5 of the document set linked action and deliverable.

[edit] Part 5 - Setting Up Assessment Instruments and Tools

Meant to be the overall point where to select and re-shape tools and/or instruments that are going to be used for a project.

• MAKE ASSESSMENT INSTRUMENT.

Determine here what type of instrument is needed for the situation.

• SET STANDARD INDICATORS.

This situation and instrument needs some standard indicators that could be selected for measurement.

• SELECT INDICATORS.

The actual selection of the indicators.

• SELECT MODULES.

With the indicators some modules are needed to measure them.

• SELECT MODULES AND INSTRUMENTS.

Modules that have been selected and combined with the desired instruments.

• SET UP CAPTURE AND PROCES DATA MODELING.

Then the actual capturing of the process data must be planned.

• PERFORMING ASSESSMENT.

The actual measurement with the instruments and tools.

MAIN ACTIVITY: Part 5: SETTING UP ASSESSMENT INSTRUMENTS AND TOOLS (Instruments and tools can be selected from many sources here, this is purely need driven and is purpose fit for the project organization.)
SUB - ACTIONS:	SUB - DELIVERABLES:
MAKE ASSESSMENT INSTRUMENT	Instrument selected (This can be a method or other tool depending on situation.)
SET STANDARD INDICATORS (Basic listing of the information needed and the values to be collected to get the proper values.)	Indicators generic listing/selection (Commen listing for pre-selection)
SELECT INDICATORS (the eventually selected values to measure.)	Indicators specific listing/selection (Restricted listing, filtered by need.)
SELECT MODULES (Modules for measurements, list generation)	Models generic listing/selection
SELECT MODULES AND INSTRUMENTS (Module, tool and/or instrument selection for the actual selection/listing.)	Models specific listing/selection
SET UP CAPTURE AND PROCES DATA MODELING (The actual measurement collecting.)	Collection plan process data
PERFORMING ASSESSMENT (data capture)	Collected data

Figure 7, Part 6 of the document set linked action and deliverable.

[edit] Part 6 = Perform Assessor Selection and Criteria Setup

In short this is the section/part that sets the criteria for choosing the assessors that perform the measurements.

• PERFORM ASSESSMENT ASSESSOR.

Make a basic overview of the assessor qualifications.

• DETERMIN COMPETENCE ON ASSESSOR.

Make a basic overview of the assessor competences.

• VALIDATE ASSESSOR SET COMPETENCE.

Validate the qualifications and competences.

MAIN ACTIVITY: Part 6: PERFORM ASSESSOR SELECTION AND CRITERIA SETUP (Personnel selection for the assessment position in the team(s).)
SUB - ACTIONS:	SUB - DELIVERABLES:
PERFORM ASSESSMENT ASSESSOR (Generic selection based on basic skills needed.)	Basic overview of the assessor qualifications. (Based on the first basic skills list needed a list of candidates is made.)
DETERMIN COMPETENCE ON ASSESSOR (From this selectiong is continued by determining actual practical skills available.)	Basic overview of the assessor competences. (Here a listing of the candidates practical skills is made.)
VALIDATE ASSESSOR SET COMPETENCE (Checking up on the before mentioned two points. Is all information correct, is it valid?)	Verified qualifications and competences list. (Validated candidates listing so a ranking of the available persons can be made for selection purposes.)

 

Figure 8, Part 7 of the document set linked action and deliverable.

[edit] Part 7 - Perform Process Improvement

Within most projects and organizations there is always room for improvement so this part whas added to insure steps for improvement are taken.

• CREATE PROCES IMPROVEMENT.

Generate a list of processes that need to be improved and plan actions.

• CREATE SOFTWARE IMPROVEMENT.

Generate a list of software that need to be improved and plan actions.

• CREATE CULTURE IMPROVEMENT.

The culture is a difficult thing to measure so this is based upon purely conflict driven basis, during this part it means scanning for problems involving cultures or conflicts between cultures.

• CREATE MANAGEMENT IMPROVEMENT.

Checking the management for improvement options, if any found an action plan is set up.

MAIN ACTIVITY: Part 7: PERFORM PROCES IMPROVEMENT (Here focus is around the improvement of the processes.)
SUB - ACTIONS:	SUB - DELIVERABLES:
CREATE PROCES IMPROVEMENT (We take an overview of the project organization and determin the processes that can be improved.)	A list of processes that need to be improved and plan actions. (Problem processes are listed here.)
CREATE SOFTWARE IMPROVEMENT (Sub part for software process improvement, software improvements are selected here.)	A list of software that need to be improved and plan actions (Software problems are listed here.)
CREATE CULTURE IMPROVEMENT (Sub part for culture process improvement, culture improvements are selected here.)	Problem scan results listing (Cultural problems are listed here.)
CREATE MANAGEMENT IMPROVEMENT (Sub part for management process improvement, management improvements are selected here.)	Action plan IF problems are found )this is an optional point for when problems are found.

 

Figure 9, Part 8 of the document set linked action and deliverable.

[edit] Part 8 - Determine Supplier Process Capacity

Determining the capabilities of surpliers in order to rate and select the best one for your situation.

1. INTRODUCE PROCES CAPABILITY DETERMINATION.

Setting up a set of guides and processes for being able to perform process capability scans.

2. PERFORM CAPABILITY DETERMINATION.

Implementing the capability scans to determin the best fitting supplier.

 

MAIN ACTIVITY: Part 8 DETERMIN SUPPLIER PROCES CAPACITY. (What are the capabilities of the available suppliers and how to best fir this with the project.)
SUB - ACTIONS:	SUB - DELIVERABLES:
INTRODUCE PROCES CAPABILITY DETERMINATION. (The terms and guides for selecting capacity measures are introduced here.)	Setting up a set of guides and processes for being able to perform process capability scans.
PERFORM CAPABILITY DETERMINATION. (Use the before set measures to determin the best supplier(s).)	Implementing the capability scans to determin the best fitting supplier.

 

 

Figure 10, Part 9 of the document set linked action and deliverable.

[edit] Part 9 - Vocabulary

This part is a consolidated vocabulary of all terms specifically defined for the purposes of this International Standard.

MAIN ACTIVITY: Part 9: Vocabulary
SUB - ACTIONS:	SUB - DELIVERABLES:
Setup vocabulary (This means getting around the organization of the project and setting up a definition listing.)	All terms defined in vocabulary (A definition listing had been made, all terms used during the project are collected here.)

Figure 11, The complete overview of the previously described parts.

This is the complete figure of the previous parts that covered the 9 document parts. This figure describes the total http://en.wikipedia.org/wiki/Project_lifecycle project lifecylce as done within SPICE.

Example: Customer Configuration Update, document suite part 7.

Figure 12, Part 7:Perform process improvement.

 

To give an example the 7th part of the document suite is taken. This part incorporates the process improvement and guides the project team during the correction or improvement phase. In this phase the processes, software, culture and collective improvement are looked at.

For this example we take a Customer Configuration Update situation as a basis, explaining the possible drivers, actions and results.

Overall motivational drivers for this example could be points like:

• Customer satisfaction demands;
• Cost reductions;
• Competition factors like time to market and such;
• Quality demands;
• Predictability;
• Software products, items like automatic reports etc.
• Software processes that go with for example workflows etc.

So for an Customer Configuration Update situation we would take organization motivational drivers that go with the set goals of the management and the situational demands.

Process improvements demand a high support from the top levels of the organization, this is a mayor investment for most companies and needs full support. Things to consider are full support of the organization and team(s), time demands, investments to be made and the very clear understanding that this is a continuous matter that will demand addisional resources for upkeep, improvement and change.

Within Customer Configuration Update this means that once the software is implemented the software will have continues needs and will continue to change with the changes of the organizations involved with the everyday use and support of the software.

Cultural improvements demands a good communication within the organization. Often the culture within a company will cause problems when changes are made, this will also be the case when new software is implemented or changes are made in the current software. Using a strong and active communication policy can prevent and correct such problems, this demands stong leadership and clear communications from the the top management.

For Customer Configuration Update this can be a big problem, culture within the company can make or break any change made to an excisting software system.

Management improvements is a critical issue within this method if not in all method implementations is the top and especially middle management needs to be very supportive towards the process improvement actions.

To the Customer Configuration Update this means that the top management and the middle management need to communicate and interact to build strong support within the entire organization for the project.




Reference/Literatuur list

Books

[4] Warmer & Kleppe. (2001). Praktische UML de 2e editie, version 1.4 UML. Addison Wesley Longman Nederland B.V. / Pearson Education Uitgeverij B.V.

Reference web-sites

[1] THE SPICE SUIT. Retrieved on 20 februari 2006. From Spice document suite.  Website : http://www.sqi.gu.edu.au/spice/suite/ a Zip Archive containing all of the documents. All documents in this archive are version 1.

[2] ISO 12207. Retrieved on 20 februari 2006. From Wikipedia, the free encyclopedia. Website: http://en.wikipedia.org/wiki/ISO_12207 , version editor: <a href="http://en.wikipedia.org/wiki/User:Phil_Boswell" title="User:Phil Boswell">Phil Boswell</a> (wikipedia username as logged).

[3] ISO-15504. Retrieved on 20 februari 2006. From Wikipedia, the free encyclopedia. Website:http://en.wikipedia.org/wiki/ISO-15504 , version editor: PM Poon (wikipedia username as logged).

[5] CMM. Retrieved on 20 februari 2006, From Wikipedia, the free encyclopedia Website: http://en.wikipedia.org/wiki/Cmm , Version editor: Zbeckman (wikipedia username as logged).