Process Improvement

Introduction

Process improvement consists of little moves at major modification or development. It could engage every or some of the process parts. The method employed in the case study of this paper is to produce both longer-term and short enhancement. The role of small companies of the software industry is much celebrated, but the height of knowledge of the techniques in which small companies improve, grow, and survive is inadequate. Particularly, there has been a need of appreciation on the lasting results of the initiatives related to Process improvement in small companies. This paper discusses Process improvement related to a small software company (Software Hut).

Discussion

Significant benefits have been shown to derive from Process improvement programs, both in software and systems engineering and in conventional manufacturing. Long-term studies in manufacturing organizations have identified problems and issues in maintaining betterment initiatives over long periods; a variety of issues have been identified, including the 'Betterment Paradox': significant betterments in productivity may lead to production outstripping market demand, with consequent adverse impacts on the company's survival. The previous studies we have identified relate almost entirely too large organizations and predominantly outside the software domain. (Sharp, 25)

Background

Recently some small software companies took part in a program related to software Process improvement. The program was designed to address many of the factors that had been claimed to adversely affect the adoption of assessment-based betterment by small enterprises. (Harmon, 50)

In the preliminary assessment, Software Hut provided specialised Unix, Windows, and new technology (NT) based applications for the mining industry, based on developing relational databases of geophysical data using Ingress, Progress, and Oracle. The applications developed provided geological, mining, and related expertise in the technical and commercial aspects of the mining industry. Software Hut demonstrated outstanding potential in gathering of requirements, because of the skill of the CEO. Whereas development of software was incredibly powerful, it was noticed that performance of appropriate processes of testing and processes of traceability, accompanied by genuine functioning of the clear process, could really develop this potential rating. Project management, configuration management, and problem resolution processes all showed good capability. Project management could be improved with adequate tracking and configuration management with proper planning. Resolution of difficulty is dependent greatly on an managerial grown device, and by directing this procedure, its potential must advance. (Harvard Business School, 75)

The 02 fragile areas recognized were risk management and quality assurance. There was a basis and a culture for quality assurance within Software Hut with informal reviews and checklists in place. Appropriate documenting of the activities of QA and Functioning of the checklists must advance the process. Risk management could be improved by formalising, planning, documenting, and monitoring the risks involved with projects. Other opportunities for betterment were noted: the need for proper following of genuine endeavour on the tasks of the project; need of arrangement and meaning of formation management performance; and need of recognize procedures of traceability and testing between design, specifications, and performance. (Madison, 80)

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