O documento discute os desafios e impactos da baixa qualidade no desenvolvimento de software, além de possíveis caminhos para melhorar a situação. Especificamente, (1) a baixa qualidade causa atrasos, custos elevados e insatisfação dos clientes, (2) as principais dificuldades incluem processos complexos e falta de ferramentas, e (3) investimentos equilibrados em pessoas, processos e ferramentas podem melhorar a produtividade e qualidade.
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90% das inovações são baseados
em sistemas eletro/eletronicos
80% dessas inovações são
baseadas em software
F-22 Raptor, released in 2003,
contém 1.7 milhões de linhas de
código
Produtos inteligentes estão mudando o planeta ...
E o software é cada vez mais importante para esses produtos
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Software é importante ...
Atualmente as pessoas iniciam o uso de computadores aos 6 anos
60% dos adolescentes, aos 16 anos, usam computadores
65% da população dos EUA utiliza software embarcado (smart
phones, computadores, GPS, carros, ...)
100% da população dos EUA tem seus dados armazenados em algum
tipo de base de dados
Produtos importantes do nosso dia-a-dia são totalmente controlados
por Software
A “Internet das Coisas” revoluciona o nosso relacionamento com os
produtos
A falta de qualidade em Software hoje não impacta apenas números
errados informados o final do mês, como a algum tempo atrás......
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Como estamos ...
Dados da industria mundial de software
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1. Finding and fixing Bugs
2. Cancelled Projects
3. Producing English Words
4. Security flaws and attacks
5. Requirements changes
6. Programming Codes
7. Customer Suport
8. Meeting and communication
9. Project Management
10. Renovation and migration
11. Innovation
12. Assembling reusable components
Onde está o esforço no desenvolvimento de software...
Cancelamentos tardios
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1. Unstable, changing requirements (95%)
2. Inadequate quality control and poor quality measures (90%)
3. Inadequate progress tracking (85%)
4. Inadequate cost and schedule estimating (80%)
5. False promises by marketing and sales personnel (80%)
6. Rejecting good schedule estimates for arbitrary dates (75%)
7. Informal, unstructured development (70%)
8. Inexperienced clients who can't articulate requirements (60%)
9. Inexperienced project managers (50%)
10. Inadequate tools for quality/analysis, lack of inspections (55%)
11. Reusing assets filled with bugs (30%)
12. Inexperienced, unqualified software engineering teams (20%)
Porque os projetos atrasam ?
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O grande desafio é entregar software com qualidade
A história é repleta de erros de budget, prazos e funcionalidade
“Business leaders and CIOs are under pressure to enable their teams to become
catalysts for change. However, change is outpacing their ability to deliver.
They are reorienting their teams to focus on ROI and quantified
business outcomes and to mitigate risk and reduce costs.”
– IBM CIO Survey, 2011
Aumentando o valor do
software nos negócios
“Somente 22% dos executivos identificam
ligação entre TI e os negócios”
“49% dos projetos gastam mais do
que o planejado e 62% não são
entregues na data combinada”
“30% do custo dos projetos de TI são
gastos em re-trabalho e requisitos mal
escritos”
“50% dos projetos de TI não
entregam exatamente o que foi
acordado”
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Definição de Qualidade
Importante para estabelecer o contrato entre o usuário e o desenvolvedor
1. Elegância, boa aparência
2. Capacidade de uso para vários propósitos
3. Satisfazer os requisitos do usuário
4. Menor número possível de defeitos
5. Alta eficiência das atividades de remoção de defeitos
6. Alto grau de confiabilidade
7. Fácil de aprendizagem e fácil de usar
8. Guias de uso claro
9. Acesso fácil ao suporte ao usuário
10.Rápida remoção dos defeitos reportados
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Importante para Medir a Qualidade
Para estar em um contrato, os indicadores de qualidade devem ter algmas
características
1. Ser previsível
2. Possível de ser medida
3. Oficial e Auditável (possível de ser provada)
4. Possível de ser melhorada
5. Ser válida para todas as entregas
6. Válida para todas as fases do processo
7. Expandida para todos os tipos de tecnologias
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O que se procura com a Qualidade
Visão de um usuário final interno
• Redução de cancelamento de projetos
• Redução de atrasos
• Redução de custos
• Satisfação do usuário
• Entregas mais rápidas
• Menor custo na manutenção
• Redução na resistência dos usuários para novas
funcionalidades
• Menor custo no suporte ao usuário
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Diminuir os custos em TI
Muitas tarefas manuais
Ambientes complexos
Times distribuídos e
não conectados
Dificuldade em coordenar e comunicar
Diferença entre o status
real e o visível do projeto
Entregas
distribuídas
Processos não adaptados e
complexos
Prazos curtos/ time to market
Ser “Compliance”
Times pequenos
Pressão da concorrência
Faltam os
objetivos
estratégicos
Porque é difícil entregar software com qualidade ?
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Entendimento do problema
• Dificuldade em descrever os requisitos
• Aprovação não formal dos requisitos
• Várias versões de requisitos gerando erros funcionais
Desenvolvimento
• Falta de processos automatizados – falta de padrão
• Falta de gerência das tarefas de desenvolvimento
• Dificuldade de comunicação com times distribuídos
Qualidade
• Projetos de testes não gerenciados
• Falta escopo para testes (o que testar ?)
• Montar ambientes de testes é caro e complexo
Entrega
• Instalação de versão errada
• Instalação da versão certa no lugar errado
• Instalação da versão certa no lugar certo de maneira errada
Quais são os problemas gerados ?
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Possíveis Caminhos
Balancear os investimentos
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Problemas
Qualidade baixa
Baixa previsibilidade
Atrasos
Custo alto
Retrabalho
Dificuldade em prever
Soluções
Ferramentas
Pessoas
Processos
Baixa produtividade
Caminhos para a solução
Investir nos três componentes da solução
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E geralmente as nossas prioridades são outras
Ferramentas
Processo
Pessoas
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Várias situações geram atritos, duvidas, desmotivação,
confusão, ...
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A minha priorização hoje é:
Organiza e
padroniza
Automatiza
Pessoas Processo Ferramentas
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Possíveis Caminhos
Princípios básicos
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Simplicidade
Padroniza
ção
Valor para o
negócio
Todas ao caminhos devem ser guiados por...
Agilidade
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Destaque para “Valor para o Negócio”
Diminuir Custos
Aumentar a
Qualidade
Ganhar Mercado
Diminuir Riscos
Estratégias do
negócio
Cumprir a legislação
Valor para
o negócio
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Portfolio
Management
Project
Management
Product
Management
Performance
Management
“Fazer a
coisa certa”
“No tempo
certo, no
prazo certo
e com
escopo
adequado”
“Fazer
certo”
“Medir a
performance
versus os
objetivos do
negócio”
Destaque para “Estratégia do Negócio”
Estratégias
do negócio
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Possíveis Caminhos
Medir sempre
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Porque investir em Produtividade ?
Conhecer a si mesmo
Saber onde estão os maiores gastos para priorizar as melhorias
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Porque investir em Produtividade ?
Calcular em reais os ganhos com investimentos em produtividade
R$ 0,00
R$ 2.000.000,00
R$ 4.000.000,00
R$ 6.000.000,00
R$ 8.000.000,00
R$ 10.000.000,00
R$ 12.000.000,00
R$ 14.000.000,00
R$ 16.000.000,00
Inicial Ano I Ano II Ano III
Beneficios
Investimentos
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20
200
RelativeCosttoRepair
Acceptance
Test
Unit TestCodingDesignAnalysis
0
Maintenance
1-2
10
5
50Time not spent in
requirements is time
spent in rework
(at cost x200)
Stage in which Requirements Error Is Discovered
Os indicadores do mercado mostram que o ROI em solução para gerência de
requisitos é muito vantajoso
Porque investir em Requisitos ?
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Produtividade do time aumenta em
até 50%
Menor número de horas para as tarefas
Diminui o retrabalho
Menor consumo de máquina de produção para o
desenvolvimento
Diminui o tempo da empresa em lançar novos
produtos
A colaboração entre os times
aumenta em até 25%*
Diminui o tempo de custo de reuniões e viagens
Menor custo para resolver problemas relativo a falta
de entendimento
Melhora na qualidade das entregas
em 12%*
Reduz custo do defeito em produção
Reduz custo na solução dos defeitos
Melhora a satisfação do cliente final
Melhora na governança dos projetos
em 12%
Evita gastos com melhor visibilidade dos projetos
Análise de Retorno de Investimento para os projetos
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
Sources: (1) CHAOS Chronicles v12.3.9, The Standish Group, June 30, 2008.Airbus from Business Week -- http://yahoo.businessweek.com/globalbiz/content/oct2006/gb20061005_846432.htm (2) BusinessWeek January 12,2004, Shifting Work Offshore? Outsourcer Beware” -- based on Gartner survey of 219 clients who outsourced projects offshore & domestically – half are expecting to fail to deliver anticipated savings. (3) "Corporate Software Development Fails To Satisfy On Speed Or Quality", Forrester Research, Inc., 2005.
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