When management gets serious about managing software

In FY 2002, JPL launched a lab-wide software quality improvement effort aimed at addressing the challenges of developing, managing and acquiring software in an engineering and scientific environment. The lab's senior management formed the software quality improvement (SQI) project in order to establish an ongoing operational effort that results in continuous, measurable improvement of software quality at JPL. After some study, the SQI project identified several factors that are critical for the successful and timely management and implementation of software-intensive systems. The initial focus of their efforts was the basic project management of software classified as mission-critical or mission support. The areas of emphasis selected were based on the CMMIreg model, and included software project planning, software project monitor and control, software acquisition management, software risk management, software requirements management, software quality assurance, software configuration management, and software measurement and analysis. The SQI project developed a broad range of products, services, and training to support managers and practitioners throughout the entire software development life-cycle. As products, services and training were developed, each one needed to be systematically deployed. Hence, the SQI project developed a deployment process that includes four aspects: infrastructure and operations, communication and outreach, education and training, and consulting support. In addition, the SQI project took a proactive approach to organizational change management and customer relationship management - both concepts and approaches not traditionally invoked in an engineering environment. This paper ' describes JPL's approach to improving how software is managed, developed and acquired. It discusses the various products, services and training that were developed, describes the deployment approach used, and concludes with several "lessons learned"