IT QM Bratislava IT QM Part1 Lecture 1 Dr. Withalm 30-Nov-15

IT QM BratislavaIT QM Bratislava

IT QM Part1 Lecture 1IT QM Part1 Lecture 1

Dr. Withalm Apr 18, 2023

IT QM Bratislava18.04.23 Dr.Withalm2

Lectures at the University of Bratislava/Spring 2014

27.02.2014 Lecture 1 Impact of Quality-From Quality Control to Quality Assurance

06.03.2014 Lecture 2 Organization Theories-Customer satisfaction-Quality Costs

13.03.2014 Lecture 3 Leadership-Quality Awards

20.03.2014 Lecture 4 Creativity-The long Way to CMMI level 4

27.03.2014 Lecture 5 System Engineering Method-Quality Related Procedures

03.04.2014 Lecture 6 Quality of SW products

10.04.2014 Lecture 7 Quality of SW organization


Today’s Agenda

Impact of Quality

Quality definition

Standards


Business

Strategy

BusinessModels

Process

Project

BalancedScore Cards

BalancedScore Cards

Process Metrics

Process Metrics

ProjectMetrics

ProjectMetrics

EFQM Assessments

EFQM Assessments

CMMI Assessments

CMMI Assessments

ProjectAudits

ProjectAudits

„periodic determination“

„co

nti

nu

ing

co

ntr

ol“

Metrics and Assessments

Impact of Quality/1How to measure the fulfillment


Impact of Quality/2How to establish Business Strategies


Product Value proposition

Customer

Interface

Target Customer

Distribution Channel

Relationship

Infra-

structure

Value Configuration

Capability

Partnership

Financial

Aspects

Cost Structure

Revenue (Sharing)

Model

P4Financial Aspects

P3 InfrastructureManagement

P1Product

P2 Customer Interface

Vision&

Strategy

Impact of Quality/3How to establish Business Models

IT QM BratislavaDr.Withalm8

Impact of Quality/4EFQM model-Bench marking of Enterprises

Innovation and LearningInnovation and Learning

EnablersEnablers

PeoplePeople

Policy andStrategy

Policy andStrategy

Partnerships& Resources

Partnerships& Resources

Leadership Leadership ProcessesProcesses

Results Results

People

Results

People

Results

Customer

Results

Customer

Results

SocietyResults

SocietyResults

Key

PerformanceResults

Key

PerformanceResults

90

80

90

90

200

60100 140 150

500 points 500 points


Impact of Quality/5

Quality wins

Enterprises which focus on quality are more

successful

Different views will be presented

Quality deficiencies

Either an enterprise fails or even a whole technology


Quality wins ( McKinsey)/1

„High performance and customer‘s benefit brings you in top position“

Three Dimensions of Quality:

Strategy

Management of core processes

Motivation of employees



Four steps to reach top quality Testing

Quality should be reached by testing But testing only reveals errors

Quality awareness is not established General organizational measures are missing

Improving Processes are established

Processes are guidelines how to develop/manufacture Employees are trained to apply processes

Preventing Application of processes will be checked and processes will be correspondingly improved

Suppliers must also adhere to defined processes

Satisfying the customer Focusing on requirements of customers

Functional +non functional +business oriented +implicit requirements QFD (see lecture 6 in part2)

Not only focusing on development and manufacturing but on the whole plc (product life cycle)



Long term observations by McKinsey have shown a strong correlation The higher the awareness concerning quality assurance

According the considered quality steps The higher Return of Sales (RoS) as well as Revenue Growth

(RG) of the respective company The range spreads concerning RoS from 0.6 (Step1) to 9.1 (Step4)

Whereas the comparables dates for RG show a range from 5.4 (Step1) to 16.0 (Step4)

Investment in Quality Assurance pays!


Quality - Time – Cost/1

Magical Triangle of Quality AssuranceQuality

CostTime



Both costs and time are more or less fixed by customers The budget of a company is limited for a given project Time is also limited because of many factors

SW project is part of a greater project i.e. car model, opening of a building, certification

of a railway There are dependencies between other projects

i.e. fixed by net plans Quality assurance can not be abandoned because of

many factors: i.e. Liability, reputation, error costs, warranty.

In SW projects prioritizing of requirements and respective versioning of releases are the most appropriate solutions.



Magical Triangle of Quality Assurance

Theoretical three solutions are possible:1. Higher quality entails being later and higher costs2. Time reducing entails reduced quality and higher costs3. Reduced costs entails reduced quality and being late Practical solution encompasses the following steps1. Never reduce quality2. Time and cost are in general fixed by customer3. Try to adapt requirements together with customer4. Try to establish versioning of shipping the product


Quality Improvement Progams/1

Generally management recognizes the impact of quality assurance therefore: Quality improvement programs should be established

TQM, SixSigma, CMMI, EFQM, QFD. Whereas some of them are assessment methods usually

they are combined with improvement projects. Unfortunately 80% of them failed because of the following reasons:

1. Management neither believes in nor backs it2. Inadequate equipment of employees3. Organizational barriers



Main contribution of top management is requested in the establishment of QIP i.e. make resources available, personal engagement, motivation

of employees, overcoming of organizational barriers as well as syndromes.

Top management must not be invisible during the execution of QIP Regularly attending meetings, checking progress, motivating

employees Taking the role of a godfather/coach.

Always available in case of difficulties and never delegating issues.




Impact of quality deficiencies/1Examples/1

E-business case of Christmas/1999 Millions of US citizens ordered their gifts via e-business Unfortunately more than 50% of gifts were delivered after Dec.

24th. Lesson learned:

Not only a portal for booking and billing/paying items is enough

The whole business process must be implemented i.e. delivering of goods


Impact of quality deficiencies/5Example/2

„41% of Britons refuse bank transactions via the Internet“

Dieter Claasen, Britons disappointed by On line services, Die Presse, 3.Aug.2000

„British online Bank EGG: virtual bank robbery“

http://www.independent.co.uk/news/Digital/Update/2000-08/first230800.shtml


Impact of quality deficiencies/6Example/3

„cancer clinic Therac-25“

Nanca Leveson, Clark Turner, An Investigation of the Therac-25 Accidents, IEEE Computer, July 1993

„rolling mill“

Peter Neumann, Computer related risks, New York, 1995


Success Factors for Emerging Technologies

Emerging technologies afford new opportunities and big potentials Key factors for success are

Flexibility Generally business processes/workflows are defined and

never adapted Organizational learning

Not only business processes but the whole business strategy and business models should be analyzed and evaluated i.e. actually Collaborative Networked Organizations

(CNO)/Virtual Organizations (VO) have big business potential

Innovation Coming back to this issue in lecture 7

But the winner takes it all


Classification of Failures in Case of Quality Deficiencies

Generally Safety Integrity Levels (SIL) are established in different standards which are dependent on losses: Humans Material Engines Environment Money Trust

The higher the SIL the higher the Quality Assurance Measures/Methodologies i.e. in SW: Reviews, Tests, FMEA.


Considerations about Quality/1Customer Perceived Qualityagainst Conformance Quality

Generally Customer Perceived Quality implies higher relative price Relative effectiveness in conforming to specifications implies

Reducing cost for quality which moreover is responsible for relative lower costs

However, there are some risks and therefore it makes sense Check, if relative effectiveness is accepted by customer Check, if you design or adopt a technology which is according

customer perceived relative quality Price is too high->profitability and growth is endangered You make a compromise (only in features) to reach a relative

value With relative value you get a relative market share You must check if this is enough for the profitability and

growth of your company i.e. premise: you have established a BS (Business

Strategy) and BM (Business Model)



The other approach is the following: Your portfolio is conforming to specifications You reduce cost of quality (only features) Getting lower costs You must again check, if you reach the planned profitability and

growth This exercise makes clear that quality must be defined

It’s evident that we are not speaking of erroneous SW systems But of features respectively requirements

Later on we will specify requirements more deeply i.e. explicit, implicit, non functional, and business oriented

ones



Is the quality of a Rolls Royce higher than that of a Mini Cooper This example is really exaggerated

It could be an extreme example for customer perceived quality But of course think on your profitability and growth

Have you planned to produce in the RR market? Don’t go by what I say – go by what I mean!

it‘s really the most severe challenge in SW engineering fledging out the most essential requirements of a customer In further lections one of the main topics will be requirement

engineering!


„Quality: the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs“

(ISO8402).

Quality definitions/1

„Software quality: the totality of features and characteristics of a software product or service that bear on its ability to satisfy

stated or implied needs“

(ISO/IEC9126 )

Quality means to fulfill all different kinds of Requirements


Quality definitions/2Quality of ... three pro’s

process

pro ject productSoftware

com pany


Quality definitions/3Definitions of ... three pro’s

Product A software package, consisting of code andpublications, that eventually is delivered to a customer.In a broader sense, the definition of product alsoincludes the product support materials that are related tosuch activities as marketing and maintenance.

Project The combined resources (people, machines, materials), processes, and activities that are dedicated to building and delivering a product. A project has a defined startingpoint and defined objectives from which completion isidentified. Also, a group of people, typically comprised oftwo or more organizations, working on the same project.

Process A systematic approach that is designed to achieve aspecific purpose.

Documentation dynamic activity of high value enhancement


Quality definitions/4

Products are characterized by features, requirements, and needs Processes on the other hand should adhere on standards

Standards in which each process area of SW engineering is clearly defined Examples are: requirement management, configuration

management. Whereas in a project a product should be developed/manufactured

Applying a standard process ISO 9001 respectively CMMI will measure/assess

How an organization adheres to the standardized process Respectively if a standardized process is

documented/understood/applied


Functionality: what SW does

Reliability: maintain function under stated conditions

Usability: effort needed to use

Efficiency: performance of SW / amount of resources used

Maintainability: effort for modification

Quality definitions/5Non functional requirements or Software quality characteristics/1


Portability: transfer from one environment to another

Availability: of data

Integrity: of data

Confidentiality: of data

Auditing: of transactions

Quality definitions/6Software quality characteristics/2


Standards/1

AQAP 1,4,9

Allied Quality Assurance

Procedures

NATO Requirements on an industrial QA system

AQAP 13 NATO Requirements on Software

CAN 3-Z 299 1 bis 4 Quality Assurance Program

QSF A,B,C,D QA requirements ( aircraft and space industry )

GMP Good Manufacturing of the world health

organization for pharmaceutical and food

manufacturer

Important standards:


Standards/2

ISO 9000 is composed of the following sections: ISO 9000:2000, Quality management systems — Fundamentals and vocabulary.

covers the basics of what quality management systems are and also contains the core

language of the ISO 9000 series of standards. The latest version is ISO 9000:2004. ISO 9001 Quality management systems - Requirements is intended for use in any

organization which designs, develops, manufactures, installs and/or services any

product or provides any form of service. It provides a number of requirements which

an organization needs to fulfill if it is to achieve customer satisfaction through

consistent products and services which meet customer expectations. This is the only

implementation for which third-party auditors may grant certifications. The latest

version is :2000. ISO 9004 Quality management systems — Guidelines for performance improvements.

covers continual improvement. This gives you advice on what you or could do to

enhance a mature system. This standard very specifically states that it is not intended

as a guide to implementation


Standards/3

customer

society

owner

employee supplier

Standards set rules in the relations of the following stake holders


Standards/5QA is not only focusing on development & manufacturing


Requirements stated in ISO 9001 (2000)

Standards/6

G E N E R A L R E Q U I R E M E N T S

Identify the processes neede for the quality management system

Determine the sequence and interaction of these processes

Ensure the availability of resources and information

Monitor, measure and analyse these processes,

Implement actions necessary to achieve planned results and continual improvement of these processes

General Qualitymanual

Control ofrecords

D O C U M E N T A T I O N R E Q U I R E M E N T S

Control ofdocuments


Standards/7


Manage-ment

commitment

Manage-ment

review

Responsibility, authority and

communication(responsibility,representative,

int. communication)

Planning(Q objectives,QM systemplanning)

Qualitypolicy

Customerfocus

M A N A G E M E N T R E S P O N S I B I L I T Y

Human resources(competence, awareness

and training)Work environmentInfrastructure

R E S O U R C E M A N A G E M E N T

Provisionof resources


Standards/8


Customer-related

processes

Controlof

monitoring and

measuring devices

Production &

service provision

PurchasingDesign

and Development

P R O D U C T R E A L I Z A T I O N

Monitoringand measurement

Control of nonconforming

productsImprovement

M E A S U R E M E N T, A N A L Y S I S a n d I M P R O V E M E N T

Analysis of data

Planningof

productrealization


Standards/9Most recent version of ISO 9000


Standards/10Essential improvement compared to the original version of 1992

Engagement and commitment of top management Customer focused Management processes are essential parts of the quality

management system Quality targets are the linking between politics and their

realization in the process management Management review is a very efficient means to measure

Effectiveness of management systemCustomer satisfaction.


Standards/11Essential improvement compared to the original version of 1992

Information is a very important resource Much higher requirements on process management Enforce communication with customers to reach more

effective relations Part of processes are focused to permanently check and

improve the process itselfMethods and measures should be defined and introduced.


Standards/12

IT QM BratislavaIT QM Bratislava

Thank youfor your attention!


Business

StrategyBusinessModels

Process

Project

BalancedScore Cards

BalancedScore Cards

Process Metrics

Process Metrics

ProjectMetrics

ProjectMetrics

EFQM Assessments

EFQM Assessments

CMMI Assessments

CMMI Assessments

ProjectAudits

ProjectAudits

„periodic determination“

„co

nti

nu

ing

co

ntr

ol“

Metrics and Assessments


Farbpalette mit Farbcodes

Primäre Flächenfarbe:

R 215G 225B 225

R 130G 160B 165

R 170G 190B 195

R 220G 225B 230

R 145G 155B 165

R 185G 195B 205

R 255G 210B 078

R 229G 025B 055

R 245G 128B 039

R 000G 133B 062

R 000G 000B 000

R 000G 084B 159

R 255G 255B 255

Sekundäre Flächenfarben:

Akzentfarben:

R 255G 221B 122

R 236G 083B 105

R 248G 160B 093

R 064G 164B 110

R 064G 064B 064

R 064G 127B 183

R 255G 232B 166

R 242G 140B 155

R 250G 191B 147

R 127G 194B 158

R 127G 127B 127

R 127G 169B 207

R 255G 244B 211

R 248G 197B 205

R 252G 223B 201

R 191G 224B 207

R 191G 191B 191

R 191G 212B 231

R 255G 250B 237

R 252G 232B 235

R 254G 242B 233

R 229G 243B 235

R 229G 229B 229

R 229G 238B 245

Documents

IT QM Bratislava IT QM Part1 Lecture 1 Dr. Withalm 30-Nov-15