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Week 8 - Quality ManagementLearning Objectives
You should be able to:List and explain common principles of quality
management (QM)List, distinguish between, and describe the processes
and tools of Quality Planning, Assurance, and ControlApply QM principles to Project ManagementApply QM principles to software development project
managementDemonstrate how the CMM incorporates QM
principles
Quality:is everyone’s job,comes from prevention not inspection,means meeting the needs of customers,demands teamwork,requires continuous improvement,involves strategic planning,means results,requires clear measures of success.
History of QM/QC/QA
Deming: plan, do, check, act
Juran: improvement, planning, control
Crosby: zero defects, management commitment
Ishikawa quality circles, root cause of problems
Taguchi: prevention vs. inspection
Feigenbaum: worker responsibility
Quality Management
Organization-wide commitment: cultureResults and measurement focusTools and technical support neededTraining and learningContinuous improvement of each process
Is it necessary? Can it be done better?
7 Malcolm Baldrige Award Categories
Pre-production leadership information and
analysis strategic quality
planning
Production human resource
allocation quality
assurance
Post-production quality results customer
satisfaction
ISO 9000 Standard:5 Elements (500 points)Quality PlanningPerformance InformationCost of Quality (economics)Continuous ImprovementCustomer Satisfaction
Quality in Project Management I
ISO 9000, TQM, CQI principlesPrevention over inspection
lower cost, higher productivity, more cust. satisfaction
Management responsibility and team participationPlan-do-check-act (re: Deming, etc.) - PDCAApplied successfully in environments that have
well-defined processes and productsMore difficult in areas like software development
Quality in Project Management IICustomer satisfaction
validation: “the right job done”
Conformance to specifications verification: “the job done right”
Fitness for use can be used as intended
Satisfaction of implied or stated needs All project stakeholders considered Project Management: making implicit needs explicit
Project Processes and Product continuous improvement of both
Quality Planning
Quality Assurance
Quality Control
Project Scope
Quality Standards
Quality Policy
ChecklistsProduct Description
Operational Definitions
Quality Management Plan
Work Results
Quality Improvement Actions
Quality Planning (QP)
Identifying relevant quality standardsDetermining how to meet themQP inputs:
quality policy: adopted, disseminated scope and product description standards, regulations
Software Quality Planning
Functionality features: required and optional
OutputsPerformance
volume of data, number of users response time, growth rate
Reliability: MTBF (mean time between failures)
Maintainability
QP OutputsQuality management plan
how team will implement quality policy structure, responsibilities, resources, processes (same as project plan?)
Operational definitions metrics: what it is and how it’s measured
Checklists industry-specific
Quality Assurance (QA)
Evaluating project performance regularly to assure progress towards meeting standards
Inputs: quality management plan operational definitions results of measurements
Outputs: quality improvement actions
Tools: QP tools, quality audits
QP/QA Tools
Cost / benefit analysis and tradeoffs less rework = higher productivity, lower costs,
stakeholder satisfaction
Design of Experiments comparison of options, approaches
Benchmarking comparison of project practices to best practices
Cause and effect (fishbone, etc., diagrams)
Quality Control (QC)
Monitoring project resultsMeasuring compliance with standardsDetermining causes if not in complianceIdentifying ways to eliminate causesPerformed throughout project life cycle
QC Inputs and Outputs
Inputs:Work resultsQuality Management
PlanOperational
DefinitionsChecklists
Outputs:Quality ImprovementAcceptance decisionsReworkProcess adjustments
corrective or preventive actions
Completed checklists project records
QC Tools Inspection:
measuring, examining, testing products
Control Charts: monitor output
variables detect instability in
process graphical display of
results
Pareto analysis 80 / 20 rule histogram: frequencies
Statistical sampling acceptable deviation 6-sigma 7-run rule
Statistical Quality Control
Prevention keeping errors out of the process
Inspection keeping defects from the customer
Sampling: attributes and variablesTolerances: acceptable rangesControl limits: acceptable levels
Testing (Software)
During most phases of product developmentUnit testsIntegration testingSystem testingUser acceptance testing
Improving Software Quality
Leadership top management and organization-wide
commitment to quality
Costs of quality cost of non-conformance costs: prevention, appraisal, failures, testing
Work environment
PMI Maturity Model: 5 levels
Ad-hoc: chaotic, chronic cost & schedule delays
Abbreviated: processes in place, but not predictable
Organized: documented, standards that are used
Managed: measures are collected
Adaptive: feedback enables continuous improvement project success is norm
Capability Maturity Model (CMM) - 5 levels
1. Initial: chaotic, heroic efforts, unpredictable
2. Repeatable: processes & standards established
3. Defined: documented standards, training, use
4. Managed: quantitative measures, predictable
5. Optimizing: defect-prevention, organization-wide continuous improvement
CMM and Quality(see Appendix A: goals for key process areas)
Level 2:requirements management (customer focus)project planning (quality planning)project tracking and oversight (quality
control)software quality assuranceconfiguration management (prevention)
CMM Level 3 and Quality
organization process focus (commitment)organization process definition (operational
definitions)training programsoftware product engineering (prevention)intergroup organization (teamwork)peer reviews (teamwork)
CMM Level 4 and QualityQuantitative process improvementSoftware quality management goals
planned and measured
CMM Level 5 and Quality
Defect Prevention (prevention)Technology and Process Change
Management (continuous improvement)
Achieving Software QualityFocus on critical requirements earlyUse metrics early and continuouslyProvide development tools supporting:
configuration control, change control test automation, self-documentation abstraction, reliability, reuse
Early and continuous demonstration-based evaluations
Major milestone demonstrations assessed against critical requirements
Software Quality Measurement
Software quality measured by ease of changeExamples of data collected:
Number and types of changes number of components / effort (FPs, SLOC, classes...) number of change orders (SCOs) number of defective and fixed components
Baseline: total size (SLOC, FP, classes, etc.)Scrap: broken code, may or may not be fixedRework: healthy early in project, should decrease
SCO: Software Change Order1. rework a poor quality component (fix)
2. rework to improve quality (enhancement)
3. accommodate new customer requirement (scope change)
Configured Baseline: the set of products subject to change control size of “completed” components
Software Quality MetricsModularity:
breakage localization: extent of change re: baseline size
Adaptability cost of change (effort needed to resolve and retest)
Maturity number of SCO’s over time = MTBF during testing
Each of above 3 should decrease over timeMaintainability
productivity of rework / productivity of development
Operational Definitions
Defects: measured by change orders SCOsOpen rework (breakage)
broken components measured by SCOs
Closed rework (fixes) fixed SCOs
Rework effort: effort expended fixing SCOsUsage time: baseline testing in normal use
Quantifying Quality Metrics
Modularity: breakage / SCOs
Adaptability rework effort / SCOs
Maturity usage time / SCOs (mean time between defects)
Maintainability (percent broken) / (percent rework vs. total effort)
End-product and “over time” indicators