This PPT covers the unit-IV of syllabus

1. SOFTWARE
MAINTENANCE
UNIT-IV

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 opportunities because of
globalization
• Purely local
• Global, on-shore
• Global, off-shore
• Global ,distributed

6. Organization Structure
• Organization structures 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 people resources 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 people resources 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 people resources 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 people resources 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 issues faced 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 issues faced 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 processes get changed for different
organisation structures and models

26. Compensation and Reward Systems
• 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 Reward Systems
• 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 and pitfalls
• 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