Volume-VI · 2019-07-09 · 3 43 design of a real-time tyre pressure monitoringsystem for lmvs 4 48 efficient energy management in wirelesssensor networks using node rotation 5 53

Volume-VI

2016 International Conference on Innovations in Information Embedded and Communication Systems (ICIIECS)

VOLUME-6

TABLE OF CONTENT

S.NO PAPER ID PAPER TITLE

1 24 REMOTE MONITORING AND CONTROL OF PRESSURE AND FLOW IN OIL PIPELINES TRANSPORT SYSTEM USING PLC BASEDCONTROLLER

2 41 STATIONARY WAVELET TRANSFORM WITH DIFFERENTWAVELET FAMILIES USING MEDICAL IMAGE FUSION

3 43 DESIGN OF A REAL-TIME TYRE PRESSURE MONITORINGSYSTEM FOR LMVS

4 48 EFFICIENT ENERGY MANAGEMENT IN WIRELESSSENSOR NETWORKS USING NODE ROTATION

5 53 A REAL TIME IMAGE PROCESSING BASED SYSTEM TO SCARING THE BIRDS FROM THE AGRICULTURAL FIELD

6 57 IMPLEMENTATION OF AUTOMATIC VALIDATIONSYSTEM FOR VEHICLES

7 62 AN ONTOLOGY BASED MUTUAL PERFORATE INTENSIFICATION IN BIGDATA FOR USER SERVICE RECOMMENDATION

8 66 AUTOMATIC IRRIGATION AND WORM DETECTION FOR PEANUT FIELD USING RASPBERRY PI WITH OPENCV

9 72 EXPERIMENTAL AND THEORETICAL STUDY ON EFFICIENCY OF PORTABLE MINI SOLAR POND USING DISSIMILAR SALTS

10 73 PROBLEM RESOLUTION INVESTIGATION BY ANALYSING CHALLENGES IN CURRENT QUALITY ASSURANCE PROCESSES

11 79 AN IMPROVED LOW LATENCY MICROARCHITECTURE BASED ROUTER FOR NETWORK ON CHIP

12 99 FPGA IMPLEMENTATION OF BRAIN WAVE DECOMPOSITION USING DISCRETE WAVELET TRANSFORM (DWT)

13 103 COMPARISON OF BER PERFORMANCE OF VARIOUS ADAPTIVE MODULATION SCHEMES IN OFDM SYSTEMS

14 108 FFF- FUNCTIONAL FRAMEWORK FOR FLOODING SCHEME IN MANETS TO REDUCE UNCERTAINTY

15 114 DEFENSIVE DRIVING AID FOR HOMINID WELFARE

16 121 SECURE DATA TRANSFER IN INTERNET OF THINGS

Problem Resolution Investigation by Analysing Challenges in Current Quality Assurance Processes

A.Pathanjali Sastri#, K. Nageswara Rao* #Professor & Head, Department of CSE, PSCMR College of Engineering and Technology, Vijayawada, A.P., India.

[email protected] 3

*Principal, PSCMR College of Engineering and Technology, Vijayawada, A.P., India.

[email protected]

Abstract— Today, software companies face challenge in delivering software within the stipulated schedule & budget, and because of these constraints the end product is often not subjected to full fledged quality assurance. There have been several studies into software project failure that have attributed failure to one or more areas of project management or quality management. Everything else will be just nothing if the customers don’t like what they see. Part of SQA is to ensure that software development was made according to their needs, wants and exceeding their expectations. Even if the bugs and errors are minimized by the system, customer satisfaction is more important and should be emphasized. Even though no system is ever completely problem-free, we need limit problems so far as possible in order to cut cost & waste of time. Misinterpreting what the client wants can result in rework time, higher maintenance and support costs, missed deadlines and budget, and poor morale. Software Quality assurance provides the basis and insight for a successful software products. If SQA activities are successfully implemented then the product after the shipment have less bugs and less maintenance efforts are required later on. This paper defines the quality expectations the project must achieve and how they will be met. It describes the qualities that must be possessed by the project i.e. methods and techniques for supporting the work of software project managers and software developers in relation to software process improvement, software project planning and management of software development projects. It also describes the quality aspects that apply to the processes to be used in the project to create the desired outputs and outcomes. Keywords— Process Centred Approach, Project Risks, Process Improvement, Quality Management, Continuous Improvement Life Cycle

I. INTRODUCTION

Both the customer and the software organization invest large sums of money for the software projects yet achieve limited success. A good amount of literature survey and journal articles on project failure indicate that serious problems exist across the industry as a

whole[1][2][3][4][5][6][7][8][9]. Not all the projects experienced the same level of difficulty with these issues, but almost all had to face them. These studies show subjective evidence that confirms project failure is very common and this is a business problem. Despite the body of knowledge on project management, processes, standards and governance, a large percentage of projects are abandoned, before or after the delivery of the project due to unmet requirements, large number of bugs and even unhappy end users as the software delivered had not provided the business value[10]. While analyzing few case studies of the failure projects[11][12][13] [11][12][13][14], huge rework time, higher maintenance and support costs, missed deadlines and budget, and poor morale are the main reasons of failure of any software system. Those standards require that we plan and perform the audit to obtain sufficient, appropriate evidence to provide a reasonable basis for our findings and conclusions based on our audit objectives. We believe that the evidence obtained provides a reasonable basis for our findings and conclusions based on our audit objectives. These studies indicate that serious problems exist across the software industry as a whole. The research we are conducting involves the analysis of few audit reports of large projects, interviews with project managers, and case study reports to build a rich picture of how different stakeholders perceive the quality of software engineering processes.

In the context of software quality, software quality process may be defined as a process-centered approach to ensure that an organization is providing the best possible product deliveries or services within the constraints of schedule and budget[15][16]. There have been several studies into software project failure that have attributed failure to one or more areas of project management or quality management. Also there have been many research papers on the attribution of reasons for failure of projects like grossly exceeded budget and schedule parameters, or software delivery of poor quality that it was unusable etc[15][17][18][19][20]. On one side, we find projects facing difficulty in delivering software within the constraints of schedule, budget, and quality. On the other side associates from quality department usually come across the situations quite often about the lack of conformance

2016 International Conference on Innovations in information, Embedded and Communication Systems (ICIIECS)

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contributing to small incidents that has been escalated into large incidents before anyone has a chance to understand what that simple situation was. As the project failure could not be considered as an accident, there is a need to analyse and understand how the best efforts are employed to deploy the defences against defects in the released product as the capable and well intentioned people following the current process sometimes allow a defective product to be released, deployed and operated.

The tendency of process improvement is encouraged by the frameworks such as CMMI, ISO, six sigma etc. This paper project would investigate organisational processes and determine the risks or vulnerabilities to increase efficiencies and effectiveness of the existing processes.

II. DETAILED FINDINGS

The survey data was also obtained through an online quantitative survey conducted by few independent market research analysts. The survey consisted of 10 closed ended questions and was completed by 586 individuals closely involved in the software development process. The research considered only IT Managers/Project Managers in order to understand from them why projects struggle to meet the business expectations.

Do you consider cancelling a troubled project to

be a success?

45%

55%YesNo

Fig 1. Do you consider cancelling a troubled project to be a success?

Have you ever been on a project that you knew was going to fail right from the start?

129

37

YesNo

Fig 2. Have you ever been on a project that you knew was going to fail right

from the start?

Agile Methodology: What percentage of projects do you consider successful?

5 2 77

9

13

23

23

20<10%

21-30%

31-40%

41-50%

51-60%

61-70%

71-80%

81-90%

91-100% Fig 3. Agile Methodology: What percentage of projects do you consider

successful?

Conventional Methology: What percentage of projects do you consider successful?

3 912

22

1720

23

24

21

<10%

21-30%

31-40%

41-50%

51-60%

61-70%

71-80%

81-90%

91-100%

Fig 4. Conventional Methology: What percentage of projects do you consider successful?

TABLE I WHICH IS MORE IMPORTANT?

Item Description No. of

Responses

Schedule

Delivering on Time 72 Delivering when the system is ready to be shipped 92

Cost

Providing the best return on investment (ROI) 70

Delivering on or under budget 43

Scope

Building the system to the specification 18

Meeting the actual needs of stakeholders 147

Quality

Delivering high quality, easy to maintain systems 166

Delivering systems on time and on budget 30

Which is important

Delivering systems on time and on budget 40 There is a healthy (physical and mental) workplace 123

III. CHALLENGES WITH SOFTWARE PROJECTS

This survey combines insights and trends from various projects with detailed analysis. The research conducted an evaluation of the existing process followed by various projects and determined lessons (either success or failure) were found to be of limited use, i.e., the data being either collected occasionally or were being shared to only few projects in the organization along with a comprehensive literature survey to


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identify best practices. The projects usually provide best practices or lessons learnt focused more on technical aspects of the project than the business-oriented lessons. Project Management Reviews, Quality Assessments of projects artifacts, internal audits provide an unbiased, objective technical and managerial assessment of a project. As a result, the development team will get benefited and will be in a much better position to identify and resolve issues that could otherwise easily be overlooked, may be intentionally or unintentionally. Even though software failure is, for the most part, predictable and avoidable, large IT projects have had a history of overspending, delays, performance shortfalls, and abandonment after major investments. Much of the failure of projects is attributable to the fact that if quality team does not raise these issues in a timely manner, there is a chance that they are more likely not resolved which would negatively affect the project. Effective oversight of projects can help to respond to these risks. Our observation suggests that the project managers alone could not be blamed for not delivering the projects successfully. The Quality team has a significant role to play in managing project risk. The risk reduction strategies outlined are to be considered.

IV. CONTINUOUS IMPROVEMENT LIFE CYCLE

The Quality Management Model is nothing but the combination of structure and process producing the outcome. When the outcomes are poor then there is a need to assess the existing processes. Capability Maturity Model Integration (CMMI), is a process improvement approach that helps organizations improve performance. The project members must be encouraged to describe those experiences that had significant challenges faced by them during the execution of the project and also provide or suggest valuable lessons and best practices to share with the other projects and future project teams[21][22]. The methodology we followed focuses on systematic assessment, analysis, and improvement of processes and thus the projects will have accurate and understandable information on risks and benefits[23][24].

Fig 5. Plan-Do-Check-Act Cycle

1) Plan • Identify the root cause of the problem in the present

process • Identify the study focus area • Identify the data collection tools

2) Collect • Collect qualitative data by identify the best-practices

and lessons learnt in the organization or identify the best- practices and lessons learnt in other organizations (identified through a comprehensive literature search)

• List all the key findings and insights

3) Analyze • Develop a Failure Mode Effects Analysis (FMEA)

every quarterly or even monthly. This enables the quality team to identify what might go wrong and develop appropriate mitigation plans based on the probability, severity and ease of detection of the various problems or vulnerabilities, otherwise it ends up in the failure of the project.

• Identifying practices and that enable and improve the performance of the current process.

4) Adapt • Create action plans tailored to their projects/processes

based on the feedback from the consortium benchmarking study findings.

• Projects / processes are to adapt according to the action plan and monitor for improvement.

V. KEY FINDINGS USING THE PLAN-COLLECT-ANALYZE-ADAPT METHODOLOGY

This survey suffers from the fundamental challenges faced

by all surveys. The detailed analysis of our study results revealed some of the most compelling study findings revealing many useful insights based on the real-world experiences of the practitioners with a wide range of projects[25][26]27][28].

• Despite the overwhelming majority of project associates

who recognize the value in standardizing process management practices, very few consistently use a systematic approach.

• Only few projects measure their benefits and understand if the investment was worthwhile i.e. ability to translate significant investments in projects into real business value. There is a need for the projects to measure the return on their investments.

• Most of the failure projects do not realize that doing the right project is just as important as doing the project right. A strategic review has to be conducted to track the benefits realised by the business.

• The survey shows nearly fifty percent of the projects do not achieve what they set out to achieve. The failure projects surveyed perform poorly in at least one of the following– lack of timely delivery (schedule slippage), cost overrun (results in sunk costs), or inability to achieve the stated project deliverables.

• The projects do not always have an effective manager to provide clear direction for the project or to escalate problems when necessary. The project managers and


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the quality managers have to face challenges or risks considering them as the nature of the project and should be more effective at managing the risks.

• The quality and project managers together should involve in observing lessons during all phases of the project life cycle, and also conduct a lesson learnt session immediately after project closure and essentially categorizes these lessons learnt appropriately.

VI. AN ACTION PLAN PROCESS

Our findings showed that quality team to be the most critical factor for completing the projects successful[25]. Successful projects require a full, realistic understanding of the upcoming challenges or complexities or risks, followed by specific actions to address them. Taking appropriate actions to address these will help projects especially high risk projects to avoid and overcome both expected and unexpected hurdles during the course of a project. Lack of early insight or underestimating or even overlooking the complexity will lead to high project risks.

A. Focus Areas for improvement[25]26][27][28][29][30][31] • Identifying high-risk projects – Apart from the machine

critical applications, if the projects with cross organizational impact, interdependencies with the other systems’ efforts or even e-governance projects are considered to be the high risk projects.

• In spite of reviews done by the quality team on the status reports sent by the projects monthly/quarterly to determine how well the projects are progressing in terms of cost, schedule, and other performance goals, the quality team has to put more effort to conduct review the actions described in the planned improvement are adequate. This helps to provide early warning signals to the management and the projects.

• Strengthen overall effort to develop and implement an effective knowledge management system tool that provides just-in-time and just-in-case methodology of information retrieval. This must be supported by a well-defined process map

• Maintain Lessons Learnt knowledge base which is relevant, address an issue or provide relevant information, well organized, validated against the established standards, and procedures. Lessons learnt knowledgebase must be checked and monitored by the senior and experienced associates in the organization.

• Develop a list of Management Watch List projects (Red Projects) and their deficiencies. Though this is happening in large organizations, an effective action plan is required for tracking the follow-up actions using the list as the basis for selecting projects for follow-up actions considering factors such as: (a) potential financial benefits, (b) project benefits, (c) potential risks, (d) assessments of the progress, (e) risks of IT investments, and (f) identifying opportunities for continued improvement, and (f) the areas need management attention. This will help in correcting

high-risk problems, analyse actions under way and further actions that may be needed.

• Develop Case-based reasoning systems[32][33] to support decision making that integrates problem-solving capabilities with information from a variety of sources. Having adaptive search capabilities, it collects, stores, and analyzes data to provide just-in-time and just-in-case methodology of information retrieval.

VII. CONCLUSIONS

The organization has to spend more resources, time, and cost to understand from the failure of the project. But the aggregated data regarding to best practices and lessons learnt would be definitely useful for development of the organization with regard to each specific area of improvement and minimize risks in different projects across organization. So, the management should encourage recording, clarification, and sharing of lessons learnt and best practices as this helps to develop solid models to support decision making which in turn reflects lower risks on the part of projects.

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[32] A. Aamodt, E. Plaza (1994), “Case-Based Reasoning: Foundational Issues, Methodological Variations, and System Approaches”, AI Communications, IOS Press, Vol. 7: 1, pp. 39-59.

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