Fandamental quality mgt-Ch-6 and Ch-9

CH-6-Software-quality-management
CH-9-quality-strategy-indian-industry

1. Software Quality Management © Oxford University Press 2008. All rights reserved. 2

2. Software Shows the way. The software industry in India has made us proud by demonstrating to the world that Indians ca be leader in the filed of software technology. India produces 250 thousand software engineer annually, and this number is growing at the rate of 20-25%. © Oxford University Press 2008. All rights reserved. 3

3. Indian companies had to built credibility in the outsourcing market and focus on the quality aspect to differentiate themselves from ordinary suppliers. Because the world looks towards the Indian IT software and service industry for quality and price performance © Oxford University Press 2008. All rights reserved. 4

4. Importance of Software in Business Performance For automating & Managing the tasks of the entire organization Managing the payments by payroll system. For invoicing & billing Procedure. To manage the asset both physical & Intangible i.e. intellectual property, goodwill. To increase the efficiency and effectiveness of organization activities. © Oxford University Press 2008. All rights reserved. 5

5. Metrics used for Software Quality Measurement The major task in improving software quality is to minimize the no of faults or defects or bug or error. Common measurement of software quality are as follows:- Mean time between failures. Mean time to repair a defect (MTTR) Defect rate by hour, day, week, or month © Oxford University Press 2008. All rights reserved.

6. Defect rate per unit of software size, such as function point or thousand lines of code Size of the defect backlog Number of clean lines of code or system components that passed quality assurance on the first attempt • Cumulative defects per version • Timeliness of response to defect or time to fix defect • Customer level of satisfaction with software and quality of work done to fix defect • Rate of defects per unit of software size discovered in the first year after delivery © Oxford University Press 2008. All rights reserved. 7

7. Capability Maturity Model (CMM) The Capability maturity model (CMM) was developed by the Software Engineering Institute(SEI) of Carnegie Mellon University, USA. The earlier model was s staged representation through maturity levels, wile the current model-CMMi (i-integration) is continuous representation through capability levels. 8

8. Out of 117 global companies 80 Indian Software companies have attained SEI-CMM level-5 . For the application of the model, we need to choose one of four bodies of knowledge or discipline-system engineering, software engineering, integrated product and process development, and lastly, supplier sourcing. © Oxford University Press 2008. All rights reserved. 9

9. The model concentrates upon four process area categories namely, process management, project management, engineering and support. Each of these process categories contains various process areas. For all the process areas, the model contains generic goals and generic practice © Oxford University Press 2008. All rights reserved. 10

10. Overview of the Capability Maturity Model (CMM) © Oxford University Press 2008. All rights reserved. 11

11. C M M © Oxford University Press 2008. All rights reserved. 12

12. Process Management Organizational Process Focus The organization must determine its process performance objective, such as cycle time, productivity, defects correction rates. Key processes have to be prioritized on the basis of cost involved and level of difficulty in implementation. So proper action plan should be made and progress of implementing those action plan tracked continually 13

13. Organizational process Definition The organization must establish standard process suitable to particular site, offices etc. These standard process can be broken down into small process elements for better understanding. The key attribute of these elements , such as input, output, interfaces and verification points, should be identified. The organization must establish process asset library containing corporate policies, , procedure manual, development plan, quality strategies, training material. 14

14. Organization Training An organization training tactical plan containing the training topic, schedules training methods, training material quality requirement and the required resources should be prepared. Organization must develop training capabilities by deciding approach to training, that is, classroom teaching, computer-aided training, self –study, mentorship. Cost-benefit analysis also need to be done. Training effectiveness can be judged by participant survey, job performance improvement. 15

15. Organizational Process Performance Process measure such as effort, cycle time, defect removal rates etc as well as product measure such as reliability, are used in, assessing, the process performance © Oxford University Press 2008. All rights reserved. 16

16. Organizational Innovation and Development The whole idea behind the process area is to introduce incremental improvement through innovation in organization's process and technologies. The objective addressed here can be increasing customer satisfaction, improving the product quality, decreasing the cycle time, increasing the productivity, and so on….. © Oxford University Press 2008. All rights reserved. 17

17. Project Management Project Planning It starts with defining the scope of the project by breaking down the project into work breakdown structure(WBS). The WBS developed by creating small and manageable components of the project known as work packages. This makes it easier to assign resources and responsibilities for execution of the project.. Also to track and control progress in implementation of it. 18

18. Project Monitoring & Control Monitoring would be required for data management and stake holder involvement. Forma or informal progress review should be conducted These reviews must be documented properly. The corrective action required such as adding more resources, revising plan, changing the process etc should be implemented. 19

19. Supplier agreement management The supplier should be selected on the basis of criteria such as the geographical location of the supplier, supplier’s past performance with similar requirement, staff and facilities of the supplier, engineering capabilities of the supplier, etc. The risk should be worked out with legal agreement in warranty, acceptance criteria, ongoing maintenance and support of acquired products. © Oxford University Press 2008. All rights reserved. 20

20. Integrated Project Management A project’s defined process constituted by business and operational environment, organizational process needs and objectives, product and component requirement, should be established , . This is subjected to peer reviews and revised if required. © Oxford University Press 2008. All rights reserved. 21

21. Risk Management The various source of possible risk in the creation of a product or execution of a project must be determined. Example of such sources can be unavailability of technology, unprecedented effort requirement(estimates not available) uncertain vendor capability, and so on. The various parameter of risks such as likelihood(Probability of Occurrence), severity(impact of occurrence), and threshold to act as triggers for management action upon occurrence should be determined.

22. The identified risk should be evaluated and categorized in classes such as low, medium, high , critical, catastrophic, etc. Plans should be developed for mitigating the risk, such as risk avoidance(lowering the requirement, but still satisfying the customer’s needs) and risk control (taking measures to minimize the risk) and risk monitoring for some favorable changes in parameters. 23

23. Integrated Teaming This process area focuses on forming teams of employees for the execution of project. The knowledge and skill required by team for performing a task should be identified. The selection of members of the team should be based on criteria such as ability to work in a team environment, a learning aptitude, ability to represent a functional area, etc. 24

24. Integrated Supplier Management Potential Sources of Product and component required should be found by proactively engaging in market research continually, as new supplier may emerge with better and cheaper products and components. The supplier have to be evaluated on various criteria such as ability to fulfill critical delivery and integration dates, on-site support relating to integration problem etc 25

25. Quantitative Project Management The quality and process performance objectives of the project have to be reviewed. The attributes of the quality and process performance objective can be mean time between failure, number and severity of the customer complaints. Similarly process performance can be cycle time, defect escape rate, percentage of rework time etc. 26

26. Engineering Requirements Management The need, expectation and constraints of the stakeholder in the project (customer, supplier, employee, top management, promoters, etc) are collected . Certain need should be elicited by using interviews, surveys, brainstorming sessions, quality function deployment, etc . 27

27. The customer requirement should be translated in product components, whhich in turn should be expressed in technical terms. The operational concepts and scenarios containing functionality, performance, maintenance, support and disposal. © Oxford University Press 2008. All rights reserved. 28

28. Technical Solution Here the product –components solution are being selected. For example commercial-off –the self(COTS) components may be considered in order to take care off the cost, schedule, performance, and risk issues.. The operational concepts and scenarios document the interaction of the product components with the users, environment and other product components. 29

29. These should be documented so as to be used during product delivery and installation, operation, maintenance and disposal. Materials to support the use of the product, such as instruction manual, service manual, operator’s manual etc should be developed . © Oxford University Press 2008. All rights reserved. 30

30. Product Integration Having designed and created the product components, now it is time to integrate these components to form the finished product. The environment required for product integration (e.g. test equipment, simulators, fabrication equipment, etc.) during each step of the product integration process should be created or bought. The product integration procedure and criteria, such as level of testing for build components, quality/cost trade-off, lead time from order to delivery should be established. 31

31. Verification The verification methods to be used should be identified, for example, in software engineering, the testing methods can be load, test and performance testing, path coverage testing. A verification environment including testing equipment, personnel should be created . Criteria and procedure based on the factors such as standards (CMM or ISO), quality-cost-trade-off, test type, organizational policies etc. 32

32. Validation Products or product components to be validated should be selected and the scope of validation including operational behavior, maintenance, training, user interface etc. should be determined. Validation environment, methods, criteria and procedure should be established. 33

33. Support Configuration Management It involves the identification and documentation of the functional and physical characteristics of a selected item. These can be descriptions, requirements, test plans, procedure and results, programming code/modules There are three types of configuration management systems. Dynamic(developer’s),Masters controlled), Static 34

34. Dynamic configuration management system contain items which are currently being created or being updated by the developer. Master configuration management system contain items with current baselines including the changes incorporated in them. Static configuration management system contain the achieves of various baseline released for use. 35

35. Process and Product Quality Assurance The process / product should be evaluated against the process description, procedure and standard (CMM/ISO). The frequency of audits, personnel to be involved in it, method of evaluation and items/work products/process to be evaluated should be decided using appropriate criteria. Quality –related trends should be analyzed to get some clues to solve quality issues. 36

36. Measurement and Analysis The measures to be used in the measurement process should be identified either as a base measure (Such as labor hours, number of pages of document, no of defects) or derived measure (Such as defect density, mean time to failure, no of defects by severity). Issues relating to the analysis of data, for example, the tool to be used (for example the types of charts, types of measure of central tendency-mean, median, mode, statistical sampling criteria, handling situation of missing data elements) should be sorted The data should be analyzed and discussed. 37

37. Decision Analysis and Resolution The criteria to analyze a decision should be the risk associated with the issue requiring decisions as medium or high, decision related to issues which may result in undue delays , decision affecting the achievement of the project objectives and the cost of formal evaluation compared to the impact of the decision. Suitable evaluation methods should be selected for example simulations, extrapolati on of current trends, cost studies, etc. 38

38. Organizational Environment for Integration The first step here is the establishment of the organization's shared vision that included its mission, objective, expected behavior and values which communicated to all the employee and external partners. An integrated work environment supported by facilities , tools, and equipment to aid the employees perform the task in an integrated fashion. © Oxford University Press 2008. All rights reserved. 39

39. For example , to ensure proper communication within the organization, meeting rooms, e-mail facility, faxes, etc can be provided. Suitable leadership skill /approach need to be imparted in employee which can be commanding, consultative, collaborative, consensus or structured. © Oxford University Press 2008. All rights reserved. 40

40. Casual Analysis and Resolution This process area focuses on the identification of defects and problems and finding off the root cause for their resolution. The defect can come from complaints by customer, end users, peer reviews, testing. Which is subjected to be analyzed using Pareto analysis, histograms. The proposed action should be implemented and changes should be made . 41

41. The capability level denote the maturity of the process area as signified by the terminology-incomplete(0), performed(1), managed(2), defined(3), quantitatively managed(4), and optimizing(5), with respect to level 0,1,2,3,4,5 respectively

42. © Oxford University Press 2008. All rights reserved. 43 The Six Capability Levels in CMMi Model

43. Capability Level-0- Incomplete © Oxford University Press 2008. All rights reserved. 44

44. Capability Level-1-Peerformed GG- Achieve Specific Goals GP- Perform base Practices © Oxford University Press 2008. All rights reserved. 45

45. Capability Level-2-Managed GG-2- Institutionalized a managed process General Practices:- Establish an organizational policy Plan the process Provide resources Assign responsibility Train People Mange Configuration Identify and involve relevant stakeholders Monitor and control the process Objectively evaluate adherence Review status with higher level management 46

46. Capability level-3-Defined GG-3- Institutionalized a defined process General Practice:- Establish a defined process Collect Improvement information © Oxford University Press 2008. All rights reserved. 47

47. Capability Level-4- Quantitatively Managed GG-4- Institutionalized a Quantitatively Managed process General Practices:- Establish quantitative objective for the process Stabilize Sub-Process performance © Oxford University Press 2008. All rights reserved. 48

48. Capability Level-5- Optimizing GG-5-Insititionalize an optimizing process General Practice:- Ensure continuous process improvement Correct root causes of Problem © Oxford University Press 2008. All rights reserved. 49

49. © Oxford University Press 2008. All rights reserved. 50 Specific Goals (SG) and Specific Practices (SP)

50. Process Management Organizational Process Focus Organizational Process Definition Organizational Training Organizational Process Performance Organizational innovation and deployments. © Oxford University Press 2008. All rights reserved. 51

51. Project Management Project Planning Project Monitoring and Control Supplier agreement management Integrated project management Risk Managements Integrated Teaming Integrated Supplier management Quantitative Project management 52

52. Engineering Requirement Management Requirements Developments Technical Solution Product Integration Verification Validation © Oxford University Press 2008. All rights reserved. 53

53. Support Configuration Management Process and Product Quality Assurance Measurement and Analysis Decision Analysis and Resolution Organizational Environment for Integration Causal Analysis and Resolution 54

54. © Oxford University Press 2008. All rights reserved. 55 Quality Strategy for the Indian Industry

55. © Oxford University Press 2008. All rights reserved. 56 Year-wise Spread of Quality Management Practices in Indian industry

56. © Oxford University Press 2008. All rights reserved. 57 Various ISO 9000 auditing agencies used by Indian organizations for ISO certification

57. © Oxford University Press 2008. All rights reserved. 58 Reasons for going in for ISO 9000 certification by Indian organizations

58. © Oxford University Press 2008. All rights reserved. 59 Operations and Quality related concepts used by Indian organizations

59. © Oxford University Press 2008. All rights reserved. 60 Quality control techniques used by Indian organizations

60. © Oxford University Press 2008. All rights reserved. 61 Priority of the Indian companies to various action programs classified in top ten and bottom ten categories