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\title{Adding Goals for Reuse Practice to Project Plans}

\author{Margaret (Maggie) J. Davis\\
\\
Boeing Defense \& Space Group\\
P.O. Box 3999, MS 87-37\\
Seattle, WA 98124-2499\\
Tel: (206) 773-3313\\
Email: mjdavis@stars.boeing.com\\
Fax: (206) 773-4946\\
}
\date{}

\maketitle

\begin{abstract}
This position reports on the Software Technology for Adaptable,
Reliable Software (STARS) Reuse Strategy Model (RSM), which is a
planning aid for incorporating goals to foster reuse practices
into projects.  The RSM assesses the extent of change to
reuse-based development and the extent of management and technological
support for the change as well as identifying goals that further
and improve the reuse practice and support.
The RSM has seen trial application by the STARS demonstration
projects that confirmed its utility as a project planning aid.

\vspace{0.2in}
\noindent
{\bf Keywords:} Strategic Planning, Domain-specific reuse, reuse processes

\vspace{0.2in}
\noindent
{\bf Workshop Goals:} Networking with reuse community to discuss
how to influence project planning to better support reuse and to
learn what metrics are being used on reuse-based projects.

\vspace{0.2in}
\noindent
{\bf Working Groups:} Reuse management, organization and economics;
Useful and collectible metrics;

\end{abstract}

\newpage

\section{Background}
Ms. Margaret (Maggie) J. Davis is the technical lead for reuse on the
Boeing STARS project, which was sponsored in part by ARPA under USAF
contract F19628-88-D-0028.  Ms. Davis has served in a lead capacity on
the Boeing STARS project since its award in 1988.  She provided
management direction for the Boeing STARS Repository during its
operation in 1988-1990; designed and coded a prototype Ada code
review and understanding tool; developed an initial design for an
asset library mechanism (ROAMS) built as a tightly integrated
application on a software engineering environment integration
framework; lead the design and implementation of a decision-based
search capability for ROAMS; had the primary responsibility for
authoring the STARS Reuse Strategy Model; and, has been deeply
involved in the joint formulation and articulation of the
STARS Conceptual Framework for Reuse Processes (CFRP) \cite{creps}.

\section{Position}

In the course of planning the preparation phase of the
ARPA Software Technology for Adaptable, Reliable Systems (STARS)
demonstrations of megaprogramming, it became clear that the
project teams needed more than documentation describing
processes supporting or describing what is
involved in domain-specific, reuse-based software development.
In particular, they needed assistance in identifying project goals
and metrics that were specific to reuse.
Thus, it was decided that STARS efforts directed at contributing
to evolution of a community-wide reuse maturity model would be
diverted to meeting these immediate needs of the STARS demonstration
teams.

Since the overall goals for the STARS demonstrations include
(1) showing how reuse can be practiced and (2) assisting the
organizations involved in transitioning to domain-specific,
reuse-based software-intensive systems development,
it was decided that the support from the reuse technology area to
the STARS demonstration teams would be in the form of a
project planning aid that supported assessment of current reuse
practice, identification of goals for improving the current
practice, and identification of metrics to measure progress
against selected goals.  This project planning aid is known
as the STARS Reuse Strategy Model (RSM) \cite{rsm} since it
assists in the formulation of the reuse strategy to be
followed on a project.

Unlike usual project goals that measure success in terms of
delivering artifacts that meet specific standards of quality
and functionality, goals identified by the RSM measure progress
with respect to the management and engineering processes
used and the managerial and technological context in which
the project is carried out.  Goals and metrics formulated
relative to processes are similar to measures of success often
used by continuous quality improvement initiatives.
Goals and metrics formulated for the managerial and
technological contexts of projects are similar to measurements
on the progress of technology transition or institutionalization.
Since there are organizations implementing continuous quality
improvement within their business processes and
introducing reuse as a new technology at the same time, the RSM
should be applicable beyond the scope of STARS.  That is,
the RSM can be used to assess and track the extent of
technological change (what reuse processes are practiced) and
of supporting infrastructure for the new technology (context).


To add some simplifying structure to assessing reuse
practice, the RSM identifies 32 individual indicators
organized into five groups or dimensions.  Each dimension
focuses on some separable aspect or issue relative to
reuse processes used and the context in which they are executed.
Because it was not always possible to formulate each
indicator to be completely independent of every other one,
notes and heuristics for evaluating the interdependencies
are provided.

The five dimensions used in the RSM are:
\begin{itemize}
\item Domain Stability (5 indicators),
\item Organization Readiness (9 indicators),
\item Experience with Domain-specific Knowledge (6 indicators),
\item Usage of Technology for Reuse Processes (8 indicators), and
\item Business Climate  \& Reuse Management  (5 indicators).
\end{itemize}
Figure 1 depicts each dimension and its indicators as a separate
column.  There is no significance to the ordering of columns,
nor the indicators within columns, nor is there any significance to the
ordering of indicators across rows.  The indicators used resulted
from analysis of previous work on reuse maturity \cite{mtreuse,harris91},
work in progress on reuse capability and adoption \cite{ragb}, and work
in progress on articulating the STARS vision of reuse \cite{creps}.

The basic steps of the procedure for assessment and goal identification
are to:
\begin{itemize}
\item rate each
indicator relative to a fixed, given scale;
\item use the rating of each indicator as an index into a
table of appropriate goals for improving that rating;
\item use the transition question to determine if there is
effort already being applied towards those goals;
\item use the same table to identify measures of progress
for each goal; and,
\item use heuristics to check for consistency and to
identify redundancy among the set of goals identified.
\end{itemize}

It is assumed that once assessment and goal identification
has been completed, the set of goals will be evaluated relative
to external constraints and transitions already in progress,
will be arranged from high to low priority, and a subset of the
highest priority goals will actually levied against the project.
The assessment and goal formulation may be done by either a
project management team or by a management team providing coordinated
reuse strategies for multiple projects.

The RSM document supports the assessment and goal identification
process by supplying a uniform set of tables that for each
indicator provide:
\begin{itemize}
\item an assessment question and partially ordered scale for
answering the question;
\item a matrix of transition questions versus the scale values;
\item a matrix of goals and progress measures versus the scale
values; and,
\item a set of notes or heuristics that help select the most
appropriate answer to the assessment question or evaluate goals.
\end{itemize}

One of the indicator tables is shown in Figure 2.  The assessment
question is listed just above the matrix.  The scale of possible
answers is shown on the left side of the matrix as a letter
paired with short descriptive text.  Goals for improving
the rating sit in the same row or in the rows below the rating
value.  A transition question that determines if the effort
is already underway for meeting a particular goal lie in the
same row as well as progress metrics appropriate to the
specific goal.  Finally, heuristics on assessing
the indicator or on evaluating the goals identified appear as
a set of notes below the matrix.

Since there is not a general consensus as to what reuse
practices are consistently an improvement over another,
the assessment scales are ordered by degree of
sophistication of the practice.  And, the reader is warned
that greater sophistication is not necessarily better in
the notes for each indicator whose assessment scale is
known to be partially ordered.

Each of the STARS demonstration teams did a trial application
of the RSM.  The general conclusion from the teams was that
the RSM helped them identify management and infrastructure
issues and goals that they had not discovered in their top-down
decomposition of strategic business objectives.  They believed
that doing the RSM assessment was useful if it was used for
nothing more than raising issues that need to be addressed
by reuse-based development projects.  Further, at least two of
the projects intend to use the RSM to measure their state of
reuse practice going into and at completion of their demonstrations.




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\caption{RSM Indicators by Dimension}
\label{fig:1}
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%\caption{RSM Indicators by Dimension}
%\label{fig:1}
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\caption{Example Indicator Table}
\label{fig:2}
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%%\section{References}

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\section{Biography}

{\bf Maggie Davis} is Reuse Technology Area Lead for the Boeing STARS
program, participating in joint STARS activities and leading the
Boeing-specific reuse technology development.
Other Boeing applied research projects Maggie has participated in
include applying object-oriented and knowledge-based techniques to
the problem of system integration testing, using graphical user
interfaces to support timing and sizing analyses, and authoring
a guidebook for the Air Force on software specification techniques.
Prior to her Boeing career, Maggie worked as a scientific
and systems programmer for a wholly-owned subsidiary of Shell Oil, Inc.
that was developing thin-film, photovoltaic energy devices and for
the marketing division of E.I. Dupont, Fibers.
Maggie holds a M.S. in Computer Science from the University of Delaware.

\end{document}
