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SOFTWARE MAINTENANCE -4
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- 2. Global Maintenance teams •Introduction • Roles, Responsibilities and skill sets in maintenance Skillsets required for maintenance engineers-the few other traits required in maintenance engineers also stand out namely: ability to react quickly, ability to handle multiple tasks simultaneously, process knowledge Skill sets required for support analysts and product-in –charge Quality manager’s and SQA’s role in maintenance
- 4. Effects and opportunitiesbecause of globalization • Purely local • Global, on-shore • Global, off-shore • Global ,distributed
- 6. Organization Structure • Organizationstructures based on function • Organization structures based on location Divide by product model Divide by feature model Divide by version model Fully integrated “follow the sun” model of maintenance
- 15. Estimation of peopleresources for maintenance • There is a direct correlation between size estimate and effort estimate • By introducing additional people, one may be able to achieve better parallelism to speed up the schedules. • These factors are classified into four major categories: Product specific People related Infrastructure and environment related Customer related
- 16. Estimation of peopleresources for maintenance • Product-specific factors Is this a major new version or a maintenance release? For a new version what is the level of preparedness of the support staff? How many files have been modified or added in a release? How many different environments are supported? Is there a “start-up” or migration phase that needs to be accounted for? Are there seasonal variations in the product usage? What were the residual unfixed problems(after the testing phase )in the release and what is their severity? Have you classified the modules in terms of complexity or criticality levels?
- 18. Estimation of peopleresources for maintenance • People related factors What are the experience levels of maintenance people? Have you considered geographic distribution of maintenance people? Have you factored in the overheads required for communication especially for geographically distributed teams? • Infrastructure/Environmental factors Have you factored in the time required for hiring and ramp-up? Have you factored in the time required for training and continuous skill upgrade? Are there technology or environmental constraints in increasing the number of people?
- 19. Estimation of peopleresources for maintenance • Customer related factors What are the customer expectations in terms of response times for maintenance What is the geographic distribution of consumers/users? How many number and types of users of the product are expected to be there? • Putting it all together
- 20. Typical people issuesfaced in maintenance • “cool job” syndrome Development lets me do things from scratch and hence is conceptually challenging Maintenance is a thankless, fire-fighting job” During development, I get to do bigger chunks of work and hence can see something sizable that I can relate to” I have a sense of ownership in a development job that I don’t seem to get with maintenance • Location preference
- 21. Typical people issuesfaced in maintenance • Training Providing opportunities for travel for people from multiple locations Adopting a “train the trainer” methodology • Effect of attrition Providing a rigorous mentoring for new engineers Institutionalising well-documented and formal processes and standards for maintenance Enforcing formal reviews for all maintenance functions Creating a back-up or succession plan
- 23. How the processesget changed for different organisation structures and models
- 26. Compensation and RewardSystems • Here we see the possible measures of evaluating and rewarding the performance of support analysts and maintenance engineers. • Support can also be measured and rewarded for the ’Extra mile’. • Some of the extra mile factors could be: Helping others when appropriate in resolving issues Mentoring and training offered to new analysts Skill upgrade For the maintenance engineer, the measures of success would include:
- 27. Compensation and RewardSystems • Number of problems fixed(and not fixed) • Response to critical problems • Keeping up the adaptive maintenance and other assigned activities • Skill upgrades acquired • Extra mile
- 29. Best practices andpitfalls • Best practices Job rotation between various job function Internal deputations across locations Planning preventive maintenance(aggregate reviews) • Pit falls Looking only at the cost factors when setting up teams at multiple geographic locations Not factoring in communication infrastructure and overhead in multiple locations Discrimination across multiple locations