REVISIONES IEEE COMPUTER REVISOR 4

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REVISIONES IEEE COMPUTER REVISOR 4

Revision R4.0 Comenta

rio

In the introduction, what do they mean by when these companies reach maturity? Are they referring to the size of the company? or software process maturity? They need to clarify this.

Solución Aclararlo

Cambios en el documen to

Pagina 1. De línea 7 a 18.

The software industry is a highly important economic activity in every

country in the world, and constitutes an especially important opportunity for developing countries, the case of many in Latin America, where it mainly comprises small and medium-sized enterprises. Indeed, this type of enterprises account for about 90 percent of Latin America’s formal businesses and generate between 40 to 50 per cent of all employment.

Such companies face serious problems as they reach maturity in their software processes, however, for in many cases there is no common

software development process known to a given firm, which leads to chaotic performance affecting the whole organization [1]

Propuesta Hanna

The software industry is a highly important economic activity in every

country in the world, and constitutes an especially important opportunity for developing countries, the case of many in Latin America, where it mainly comprises small and medium-sized enterprises. Indeed, this type of enterprises account for about 90 percent of Latin America’s formal businesses and generate between 40 to 50 per cent of all employment.

Such companies face serious problems as they start to grow. In many cases, the lack of company’s common software development process leads to chaotic performance affecting the whole organization [1]

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rio

What are they defining as a small or medium sized company, for example the DoD sets a size limit for a small company at 300 employees at 30 million in business. They need to define what sizes they are talking about, what is the scope? (Para 2).

Solución Cambiar en todo el documento SMEs por Small Software

Organizations. Brevemente poner lo que entendemos por small organization

Pagina 1. De línea 24 a 30.

For this reason, in recent years Latin American SMEs small software

organizations (companies with fewer than 50 employees) have been trying to improve the capability of their software processes, as a fundamental step

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to increasing product quality, addressing two main concerns: their image, a key factor for export purposes and establishing and maintaining a position in the global marketplace; and the efficiency and effectiveness of software process management.

Cambiar SMEs por Small Software Organizations (1ª vez) y small organizations (Resto documento)

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Útiles

Fayad, M. E., M. Laitinen and R. P. Ward, 2000. Software Engineering in the Small.

Communications of the ACM Vol. 43(3) March pp. 115-118.

Richardson, I. and C. G. v. Wangenheim, 2007. Why are Small Software Organizations Different? IEEE Software Vol. 24(1) January/February pp. 18-22.

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CMMI/ISO methodologies can be expensive to implement if done incorrectly - assessments are expensive - yes. But the gains from these methodolgies can be accomplished without formal assessments. What are they trying to achieve? The rubber stamp of achievement (CMMI Level 2/3 or the ISO Cert?) or are they actually looking to improve to receive the benefits of process improvement so that their companies can achieve long term

business growth? (Para 3). This is a common excuse that is used when looking to use existing process improvement methodologies.

Solución Matizar la frase indicando que lo costoso es la complejidad de la aplicación de los modelos como tales y eso afecta a los costes que tienen, independientemente de que los “assessments” sean

costosos o no.

Pagina 1. De línea 33 a 46. (Quitar lo que está en rojo, añadir lo que está en verde)

Many of these businesses have the goal of process improvement through the deployment of the reference models proposed by the Software Engineering Institute (SEI) (CMMI) or the International Organization for Standardization (ISO) (9000:2000, 12207, 15504), but, as numerous studies have claimed, assessments based on these models are expensive and time- consuming, difficult for small companies to perform, their process model structure is too complex and the return on investment is late in coming [3]

[5] these models cannot easily be applied in small organizations due to the complexity of their recommendations and the large investment in terms of time and resources they require as a consequence.

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as Se eliminan dos referencias para incluir alguna nueva.

rio

'owing to the absence of well-defined software life cycles' - ok - what about those defined in the IEEE CS Systems and Software Engineering standards? Or in the plethora of SWE textbooks that exist? Spiral, Waterfall, etc.? They are mixing process and lifecycles - they are separate things.

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Solución Se matiza el párrafo porque efectivamente se mezclan las cosas Cambios

en el documen to

Pagina 1. De linea 45 a 50.

In Latin American SMEs the situation is especially dramatic, owing to the absence of well-defined software life cycles tailor-made process reference models suited to small organizations, and also the important cultural problem occasioned by importing and adopting models defined in other countries without suitable adaptation.

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as -

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Page three - again what are they talking about? What is their definition now of 'very small settings'?

Solución Incluir definición breve VSE Cambios

en el documen to

Pagina 3. De linea 5 a 12.

Furthermore, the current International Life Cycle standards (ISO/IEC 12207 and ISO/IEC 15288) do not explicitly address the needs of SMEs small organizations. The new ISO/IEC JTC1 SC7 Working Group 24, which was created to develop the “Software Life Cycle Profiles and Guidelines for use in Very Small Enterprises” (VSE, companies with a number of employees between one and 25), recognizes the need to adapt ISO 12207 increasingly to small settings organizations.

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Nits:

Would not use SMEs and an acronym - confusing as this is widely used as Subject Matter Expert

Solución En la nueva versión no se usará el acrónimo SMEs porque se ha sustituido el término por Small Software Organizations (véase revisión 4.1)

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Revision R4.6 (Hanna, como tratar este comentario?) Comenta

rio

I think that you should send this to [someone associated with IEEE CS standards].... I think he would be able to comment on whether this should

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be published - more from a political standpoint... I think if the clarfications were made, it would work, but I worry about exactly what message we would be sending..may be an unfounded worry. I just do not see why Latin America should not use the same International Standards that other folks use. If they want their own standard, then they should talk about how they are harmonizing it with the ISO standards and I did not see this.

Solución Pensamos que es importante dejar claro en las conclusiones:

- Dejar claro que Competisoft no es una competencia a los estándares sino una guía para pequeñas empresas que no pueden aplicar

inicialmente esos estándares por sus recursos limitados. En el futuro las empresas que siguen competisoft tendrán la motivación de

certificarse según dichos estándares a medida que vayan creciendo.

- Se está trabajando en línea con los estándares relacionados??

Hanna, puedes incluir algo al respecto con los avances tras la reunión de Moscú ¿?

The COMPETISOFT purpose is not to be “yet another standard” which competes on global market. The idea is to support the small organizations with useful sets of processes and deployment guidelines ready to adopt.

Actually, the processes cover already important subsets of ISO/IEC 12207, ISO9000:2000 and CMMI. So, the small organizations can start the software process improvement with COMPETISOFT and, if they grow in size and resources, they can achieve certifications in standards mentioned above with less effort and investment as if they begin from nothing.

On the other hand, COMPETISOFT started in parallel with ISO/IEC JTC1 SC7 Working Group 24 project which, fortunately, chose the Mexican standard based on MoProSoft and EvalProsoft as the basic input. So, the opportunity to harmonize both efforts and to have mutual feedback is unique.

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REVISOR 5

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My main criticism is that it is structured temporally: first we developed MoProSoft; then we improved it by incorporating it into Competisoft.

Well, I frankly don't care about the life history. I want to read a good description of the final product. The complication is that the

description of MoProSoft is well written and the description of Competisoft is relatively poorly written.

Solución Mejorar la descripción del Competisoft con los avances obtenidos hasta la fecha

(en realización)

- Apartado 3. Resumir descripción Action-Research

- Eliminar nombres de empresas y poner números porque actualmente hay más empresas que constituyen el Grupo Crítico de Referencia de las que se pusieron inicialmente.

- Incluir Figura 2 equivalente y mejorada.

- Apartado 3.1 – Incluir 1 párrafo más con más detalles sobre:

o Process Management Process o Development and Maintenance Pagina 10 linea de la 44 a la 48

In this regard, the Competisoft approach will adapt the MANTEMA [12]

maintenance methodology to the special characteristics of SMEs.

In this regard, the COMPETISOFT approach ha desarrollado el Maintenance process basado en MANTEMA [12] maintenance methodology and SCRUM to the special characteristics of SMEs. En Maintenance process define dos niveles de servicio de mantenimiento uno básico (involucra los

mantenimientos urgente, no urgente y perfectivo), y otro avanzado (involucra mantenimientos adaptativo y preventivo).

- Apartado 3.2

o Actualizar figura y mejorar resolución - Apartado 3.3

o Incluir 1 o dos párrafos con más detalles del modelo de mejora y si procede uma figura más.

- Conclusiones

o Breve reseña en un párrafo sobre la aplicación que se está haciendo actualmente de Competisoft en las empresas.

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rio

One detail - on page 13, item [8] of the Bibliography incorrectly spells the name of Mary Beth Chrissis.

Solución Ya corregido

[8] Chrissis, M.B., Honrad, M., Shrum, S., Smith, K. y Wemyss, G. (2004)- CMMI Interpretive Guidance Project: What We Learned. Special report CMU/SEI-2004-SR-008.

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In a previous note, I suggested that the article be supported by a sidebar piece written by the editor of ISO/IEC JTC 1/SC 7/WG 24 (referenced on page 3). That editor is: Claude Laporte

([email protected])

Solución Pedir permiso al editor para que contactemos con Claude para invitarle a escribir el sidebar. El e-mail al editor ya está enviado y estamos a la espera de contestación

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