Page 205 - SOFTWARE TESTING & QUALITY ASSURANCE

Software Testing and Quality Assurance

protect developers from the ridiculous commitments or immediate requirement changes. Level 1
organizations generally fail to meet their goals in a consistent manner.
2. Level 2 – Repeatable: In this level, the process is managed according to the metrics described in
the initial level. Software development goals are repetitive in nature. It is apt to study an
environment which intends to repeat successful procedures. The procedures might not be
repeated or be the same in the organization. The organization can make use of some fundamental
project management practices to minimize cost and schedule. Thus, Level 2 aims to develop the
capabilities of project managers to:
(i) Attainable project plan
(ii) Control of project requirements
(iii) Managed product modifications
Project can make use of variety of procedures for developing software. But, a stable environment
to support the software is necessary for better performance. Companies with level 2 potentials
submit their deliverables on time. In a process, discipline helps them to ensure that efficient
practices are followed when tight timelines are scheduled. When these practices are consistent,
projects can be well executed according to the documented plan. Project status and release of
deliverables are noted by the management at regular intervals. The performance of any project
becomes repeatable at this level.

3. Level 3 – Defined: This level is marked with well defined processes. The foundation for level 3 is
the organization’s set of standard procedures, which are recognized and enhanced over a period
of time. These standard processes are used to determine consistency across the organization. The
organization’s management defines the process objectives based on the organization’s set of
standard processes and ensures that these objectives are properly managed. Project teams set up
their distinct processes based on the organization’s set of standard processes and strategies.

A considerable variation between level 2 and level 3 is the prevalence of standards,
process descriptions, and events:
1. At level 2, the standards, processes, and events may differ in every occurrence of
the
process.
2. At level 3, the standards, process descriptions, and events for a project are
transformed from the organization’s set of standard processes to match a
particular
project or an organizational element.

After projects reiterate flourishing methods, organizations recognize these methods from
different projects. Therefore, these events are integrated into a general process and arranged
across the organization. Hence, a strong organizational culture shows up at level 3, which is
based on a general process that covers all the important elements.

4. Level 4 - Quantitatively Managed: Software development is effectively controlled by taking
correct measurements in management of projects; the management can adapt to fit in these
processes without bringing any loss in the quality for software processes and software
maintenance. Sub processes that significantly include overall process performance are selected.
These selected sub processes are based on the use of statistical and other quantitative techniques.
At level 3, procedures are predicted qualitatively. After similar processes are established,
organizations then can develop baselines with certain potentials that predict certain results from
performing these processes. By managing the performance of its growth processes statistically,
an organization can forecast and control project outcomes much earlier in the course of a project.
These baselines provide deep, quantitative analyses of the capability of development processes
and the causes of difference in their performance. A significant difference between level 3 and 4

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