Software quality iso-cmm-psp

Introduction to iso, cmm, cmmi and PSP

2. Quality
0Basic definition of quality:
0Fitness of purpose:
0A quality product does exactly what
the users want it to do.
2

3. What is Fitness for Purpose?
0Fitness of purpose for
software products means:
0Adherence/Satisfaction of the
requirements specified in SRS
document.
3

4. Qualityfor Software Products
Consider a software product:
0Functionally correct:
0Performs all functions as specified in the SRS
document.
0But, has an almost unusable user
interface.
0Cannot be considered as a quality product.
4

5. Quality for Software Products
Consider another example:
0A product which does everything that users
want.
0But has an almost incomprehensible and
unmaintainable code.
0Will you call it a quality product?
5

6. Modern View of Quality
There are several quality factors that are
associated with a software product :
1.Correctness
2.Reliability
3.Efficiency (includes efficiency of resource utilization)
4.Portability
5.Usability
6.Reusability
7.Maintainability
6

7. Correctness
A software product is correct:
0If different requirements as specified in the
SRS document have been correctly
implemented.
0Results are accurate.
7

8. Portability
A software product is said to be
portable:
0If it can be easily made to work
0On different operating systems.
0On different machines,
0With other software products, etc.
8

9. Reusability
A software product has good
reusability:
0If different modules of the product can
easily be reused to develop new
products.
9

10. Usability
A software product has good
usability:
0If different categories of users (i.e. both expert
and novice users) can easily invoke the
functions of the product.
10

11. Maintainability
A software product is maintainable:
0If errors can be easily corrected as and when they show
up,
0New functions can be easily added to the product,
0Functionalities of the product can be easily modified.
11

12. Software Quality Management System
Quality management system (or
quality system):
0Principal methodology used by
organizations to ensure that the
products have desired quality.
12

13. Quality System
A quality system consists of the
following:
1.Managerial Structure
2.Individual Responsibilities.
Responsibility of the organization as a
whole.
13

14. Quality System Activities
1.Auditing of projects
2.Development of:
0standards, procedures, and guidelines.
3.Production of reports for the top
management:
0Summarizing the effectiveness of the quality
system in the organization.
4.Review of the quality system itself.
14

15. Quality System
A good quality system must be well
documented.
0Without a properly documented quality
system,
0Application of quality procedures become ad hoc,
0Results in large variations in the quality of the
products delivered.
15

16. Quality System
0An undocumented quality system:
0Sends clear messages to the staff about the attitude of the
organization towards quality assurance.
0International standards such as ISO
9000 provide:
0Guidance on how to organize a quality system.
16

17. Evolution of Quality Systems
17

18. Evolution of Quality Systems
0Initial product inspection method:
0Gave way to quality control (QC).
0Quality control:
0Not only detect the defective products and
eliminate them
0But also determine the causes behind the
defects.
18

19. Quality Control (QC)
0Quality control aims at correcting the
causes of errors:
0Not just rejecting defective products.
0Statistical quality control (SQC):
0Quality of the output of the process is
inferred using statistical methods.
0In stead of inspection or testing of all
products.
19

20. Quality Control (QC)
0The next breakthrough:
0Development of quality assurance
principles.
20

21. Quality Assurance
0Basic premise of modern quality
assurance:
0If an organization's processes are good
and are followed rigorously:
0The products are bound to be of good
quality.
21

22. Quality Assurance
0All modern quality paradigms
include:
0Guidance for recognizing, defining,
analyzing, and improving the
production process.
22

23. Total Quality Management
(TQM)
0TQM advocates:
0Continuous process
improvements through process
measurements.
23

24. Process Improvement
0Implies introducing process
changes to improve:
1.Product quality
2.Reduce costs
3.Accelerate schedules.
0Most process improvement work
so far has focused on defect
reduction. 24

25. Process Attributes
25
Process
characteristic
Description
UnderstandabilityTowhatextentis theprocessexplicitlydefinedandhoweasyisit to
understand the processdefinition?
Visibility Dotheprocessactivitiesculminateinclearresultsso thattheprogress
of theprocessis externallyvisible?
Supportability TowhatextentcanCASEtoolsbeusedtosupporttheprocess
activities?
Acceptability Isthedefinedprocessacceptabletoandusablebytheengineers
responsible for producingthe software product?
Reliability Istheprocessdesignedinsuchawaythatprocesserrorsareavoidedor
trapped before they result in product errors?
Robustness Cantheprocess continue in spite ofunexpectedproblems?
Maintainability Cantheprocessevolvetoreflectchangingorganisationalrequirements
or identifiedprocessimprovements?
Rapidity Howfastcantheprocessofdeliveringa systemfromagiven
specificationbecompleted?

26. The Process Improvement
Cycle
26
Analyse
Measure
Change

27. Process Improvement Stages
0Process measurement
0Attributes of the process are measured.
0Form a baseline for assessing improvements.
0Process analysis
0The process is assessed and bottlenecks and weaknesses
are identified.
0Process change
0Changes to the process that have been identified during the
analysis are introduced.
27

28. Process and Product Quality
0A good process is usually required to produce a good
product.
0For manufactured goods, process is the
principal quality determinant.
0For design-based activity, other factors are also involved:
0For example, the capabilities of the designers.
28

29. ISO 9000
0ISO (international Standards
Organization):
0a consortium of 63 countries established to
formulate and foster standardization.
0ISO published its 9000 series of
standards in 1987.
29

30. What is ISO 9000 Certification?
0ISO 9000 certification:
0Serves as a reference for contract
between independent parties.
0The ISO 9000 standard:
0Specifies guidelines for maintaining
a quality system.
30

31. What is ISO 9000 Certification?
0ISO 9000 specifies:
0Guidelines for repeatable and high
quality product development.
0Also addresses organizational aspects
0Responsibilities, reporting, procedures,
processes, and resources for implementing
quality management.
31

32. ISO 9000
0A set of guidelines for the
production process.
0Not directly concerned about the
product it self.
0A series of three standards:
0ISO 9001, ISO 9002, and ISO 9003.
32

33. ISO 9000
0Based on the premise:
0If a proper process is followed
for production:
0Good quality products are bound
to follow.
33

34. ISO 9001
0Applies to:
0Organizations engaged in design,
development, production, and
servicing of goods.
0Applicable to most software
development organizations.
34

35. ISO 9002
0ISO 9002 applies to:
0Organizations who do not design products:
0but are only involved in production.
0Examples of this category of industries:
0Steel or car manufacturing industries
0Buy the product and plant designs from external sources:
0only manufacture products.
0Not applicable to software development organizations.
35

36. ISO 9003
0ISO 9003 applies to:
0Organizations involved only in
installation and testing of the
products.
36

37. ISO 9000 for Software Industry
0ISO 9000 is a generic standard:
0Applicable to many industries,
0Starting from a steel manufacturing industry to a service
rendering company.
0Many clauses of ISO 9000 documents:
0Use generic terminologies
0Very difficult to interpret them in the context of software
organizations.
37

38. Software vs. Other Industries
0Very difficult to interpret many
clauses for software industry:
0Software development is radically
different from development of other
products.
38

39. Software vs. Other Industries
0Software is intangible:
0Therefore difficult to control.
0It is difficult to control anything that we cannot see and feel.
0In contrast, in a car manufacturing unit:
0We can see a product being developed through stages such as fitting
engine, fitting doors, etc.
0One can accurately tell about the status of the product at any time.
0Software project management is an altogether different ball
game.
39

40. Software vs. Other Industries
0During software development:
0The only raw material consumed is data.
0For any other product development:
0Lot of raw materials consumed
0e.g. Steel industry consumes large volumes of iron ore, coal,
limestone, etc.
0ISO 9000 standards have many clauses corresponding to raw
material control .
0Not relevant to software organizations.
40

41. Softwarevs. Other Industries
0Radical differences exist between
software and other product
development:
0Difficult to interpret various clauses of
the original ISO standard in the context
of software industry.
41

42. ISO 9000 Part-3
0ISO released a separate document
called ISO 9000 part-3 in 1991:
0To help interpret the ISO standard for
software industry.
0At present:
0Official guidance is inadequate.
42

43. ISO 9000: 2000
0ISO 9001:2000:
0Combines the threestandards 9001, 9002, and 9003 into one.
0Design and development procedures are required:
0Only if a company does in fact engage in the creation of new
products.
0The 2000 version sought to make a radical change in
thinking:
0By actually highlighting the concept of process management.
43

44. ISO 9000: 2000
0Another goal is to improve effectiveness
via process performance metrics:
0Numerical measurement of the effectiveness
of tasks and activities.
0Continual process improvementand tracking
customer satisfaction were made explicit.
44

45. Why Get ISO 9000 Certification?
0Several benefits:
0Confidence of customers in an
organization increases.
0If organization qualified for ISO 9001
certification.
0This is especially true in the
international market.
45

46. Why Get ISO 9000 Certification?
0Many international software
development contracts insist:
0Development organization to have
ISO 9000 certification.
46

47. Why Get ISO 9000 Certification?
0Requires:
0A well-documented software production
process to be in place.
0Contributes to repeatable and higher
quality software.
0Makes development process:
0Focussed, efficient, and cost-effective
47

48. Why Get ISO 9000 Certification?
0Points out the weakness of an
organizations:
0Recommends remedial action.
0Sets the basic framework:
0For development of an optimal
process and TQM.
48

49. How to Get ISO 9000
Certification?
0An organization intending to
obtain ISO 9000 certification:
0Applies to a ISO 9000 registrar for
registration.
0ISO 9000 registration process
consists of several stages.
49

50. How to Get ISO 9000
Certification?
0Application stage:
0Applies to a registrar for
registration.
0Pre-assessment:
0The registrar makes a rough
assessment of the organization.
50

51. How to Get ISO 9000
Certification?
0Document review and adequacy
audit:
0Process and quality-related
documents.
0The registrar reviews the
documents.
0Makes suggestions for
improvements.
51

52. How to Get ISO 9000
Certification?
•Compliance audit:The
registrar checks:
•Whether the suggestions made by
it during review have been
complied.
52

53. How to Get ISO 9000
Certification?
0Registration:
0The registrar awards ISO 9000
certificate after successful completions
of all previous phases.
0Continued surveillance:
0The registrar continues monitoring the
organization periodically.
53

54. ISO 9000 Certification
0An ISO certified organization :
0Can use the certificate for corporate
advertizements.
0Cannot use the certificate to advertize its
products.
0ISO 9000 certifies organization's process
0Not any product of the organization.
0An organization using ISO certificate for
product advertizements:
0Risks withdrawal of the certificate.
54

55. Summary of ISO 9001
Requirements
0Management responsibility(4.1):
0Management must have an effective
quality policy.
0The responsibility and authority of
all those whose work affects quality:
0Must be defined and documented.
55

56. Salient Features of ISO 9001
Requirements
0Important documents independently
checked and reviewed:
0For effectiveness and correctness.
0The product should be tested :
0Against specification.
0Several organizational aspects:
0e.g., management reporting of the quality
team.
72

57. Shortcomings of ISO 9001
Certification
0ISO 9000 requires a production
process to be adhered to:
0But does not guarantee the process to
be of high quality.
0Does not give any guideline for
defining an appropriate process.
73

58. Shortcomings of ISO
9001 Certificationcont…
0ISO 9000 certification process:
0Not fool-proof
0No international accredition agency
exists.
0Likely variations in the norms of
awarding certificates:
0Among different accredition agencies and
among the registrars.
74

59. Shortcomings of ISO 9001
Certification (3)
0Organizations qualifying for ISO 9001
certification:
0Tend to downplay domain expertise.
0Tend to believe that since a good process
is in place,
0Any engineer is as effective as any other
engineer in doing any particular activity
relating to software development.
75

60. Shortcomings of ISO 9001
Certification (4)
0In manufacturing industry:
0Clear link between process quality and
product quality.
0Once a process is calibrated:
0Can be run again and again producing quality
goods.
0Software development is a creative
process:
0Individual skills and experience is
significant.
76

61. Shortcomings of ISO 9001
Certification (5)
0Many areas of software development
are very specialized:
0Special expertize and experience (domain
expertize) required.
0ISO 9001:
0Does not automatically lead to continuous
process improvement,
0Does not automatically lead to TQM.
77

62. Shortcomings of ISO 9001
Certification (6)
0ISO 9001 addresses mostly management aspects.
0Techniques specific to software development have been
ignored:
0Configuration management
0Reviews
0Release builds
0Problem Notification system
0Intranets
78

63. SEI Capability Maturity Model
(CMM)
0Developed by Software Engineering
Institute (SEI) of the Carnegie Mellon
University, USA:
0To assist the U.S. Department of Defense
(DoD) in software acquisition.
0The rationale was to include:
0Likely contractor performance as a factor in
contract awards.
79

64. SEI Capability Maturity Model
0Major DoD contractors began CMM-based process
improvement initiatives:
0As they vied for DoD contracts.
0SEI CMM helped organizations:
0Helped Improve quality of software they developed
0Realized adoption of SEI CMM model had significant business
benefits.
0Other organizations adopted CMM.
80

65. SEI Capability Maturity Model
0In simple words:
0CMM is a model for apprising the
software process maturity of a
contractor into different levels.
0Can be used to predict the most likely
outcome to be expected:
0from the next project that the organization
undertakes.
81

66. SEI Capability Maturity Model
0Can be used in two ways:
0Capability evaluation
0Software process assessment.
82

67. Capability Evaluation
0Provides a way to assess the
software process capability of
an organization:
0Helps in selecting a contractor
0Indicates the likely contractor
performance.
83

68. Software Process
Assessment
0Used by an organization to assess its
current process:
0Suggests ways to improve the process
capability.
0This type of assessment is for purely
internal use.
84

69. SEI Capability Maturity
Model
•The SEI CMM classifies software
development industries into:
•Five maturity levels.
•Stages are ordered so that improvements at
one stage provide foundations for the next.
•Based on the pioneering work of Philip
Crosby.
85

70. SEI Capability Maturity Model
86
Initial (1)
Repeatable (2)
Defined (3)
Managed (4)
Optimizing (5)

71. Level 1: (Initial)
0Organization operates
0Without any formalized process or
project plans
0An organization at this level is
characterized by
0Ad hoc and often chaotic activities.
87

72. Level 1: (Initial)
0Software production processes are
not defined,
0Different engineers follow their own
process
0Development efforts become chaotic.
0The success of projects depend on
individual efforts and heroics.
88

73. Level 2: (Repeatable)
0Basic project management practices
0Tracking cost, schedule, and functionality
are followed.
0Size and cost estimation techniques:
0Function point analysis, COCOMO, etc. used.
0Production process is ad hoc:
0Not formally defined
0Also not documented.
89

74. Level 2: (Repeatable)
0Process used for different projects
might vary between projects:
0Earlier success on projects with similar
applications can be repeated.
0Opportunity to repeat process exist when a
company produces a family of products.
90

75. Level 3: (Defined)
0Management and development
activities:
0Defined and documented.
0Common organization-wide
understanding of activities, roles,
and responsibilities.
91

76. Level 3: (Defined)
0The process though defined:
0Process and product qualities are
not measured.
0ISO 9001 aims at achieving this
level.
92

77. Level 4: (Managed)
0Quantitative quality goals for products are
set.
0Software process and product quality are
measured:
0The measured values are used to control the
product quality.
0Results of measurement used to evaluate
project performance:
0Rather than improve process.
93

78. Level 4: (Managed)
0Organization sets quantitative
quality goals.
0World-wide about 100
organizations assessed at this
level.
94

79. Level 5: (Optimizing)
0Statistics collected from process and
product measurements are analyzed:
0Continuous process improvement based
on the measurements.
0Known types of defects are prevented from
recurring by tuning the process
0Lessons learned from specific projects
incorporated into the process
95

80. Level 5: (Optimizing)
0Identify best software engineering
practices and innovations:
0Tools, methods, or process are identified.
0Transferred throughout the organization.
0World-wide about 500 organizations have been assessed at
this level.
96

81. Key Process Areas
0Each level is associated with a
key process area (KPA)
identifies:
0Where an organization at the
previous level must focus to
reach this level.
97

82. Level 2 KPAs
0Software project planning:
0Size, cost, schedule.
0Project monitoring
0Configuration management
0Subcontract management
98

83. Level 3 KPAs
0Process definition and
documentation.
0Reviews
0Training program
99

84. Level 4 KPAs
0Quantitative measurements.
0Process management.
100

85. Level 5 KPAs
0Defect prevention.
0Technology change
management.
0Process change management.
101

86. Comparison Between ISO 9001
and SEI CMM
0ISO 9001 awarded by an
international standards body:
0Can be quoted in official documents
and communications.
0SEI CMM assessment is purely for
internal use.
102

87. Comparison Between ISO 9001 and
SEI CMM
0SEI CMM was developed specifically
for software industry:
0Addresses many issues specific to
software industry.
0SEI goes beyond quality assurance
0Aims for TQM.
0ISO 9001 correspond to SEI level 3.
103

88. Comparison Between ISO 9001
and SEI CMM
0SEI CMM provides a list of key areas:
0On which to focus to take an organization from one level to the
other
0Provides a way for gradual quality improvements over several
stages.
0e.g trying to implement a defined process before a repeatable
process:
0Counterproductive as managers are overwhelmed by schedule and
budget pressure.
104

89. CMMI (CMM Integration)
0CMMI is the successor of the CMM.
0The CMM was developed from 1987 until 1997.
0In 2002, CMMI Version 1.1 was released.
0Version 1.2 followed in August 2006.
0The goal of the CMMI to integrate many different models into
one framework.
0It was created by members of industry, government and the SEI.
105

90. Remarks on Quality Model
Usage
0Highly systematic and measured approach to software
development process suits certain circumstances
0Negotiated software, safety-critical software, etc.
0What about small organizations?
0Typically handle applications such as internet, e-comm.
0Without an established product range,
0Without revenue base, experience on past projects, etc.
0CMM may be incompatible
106

91. Sl.No ISO CMM
1 ISO is a generic standard. It is applicable for all
industries.
CMM is S/W specific
2 ISO is a standard. It tells what needs to be
done, in an organization.
CMM is a model. It doesn’t mandate the
practices
3 ISO focuses on the entire organization’s
processes
CMM is specific to S/W processes
4 ISO Certification is followed by Surveillance
audit once in 6 months
After CMM assessment, there are no such
checks. It is upto the organization to use it for
internal process improvements
5 ISO is continuous CMM is staged (It has different levels of
process maturity)
6 Internal Audits are mandatory Not mandatory

92. Comparing SW-CMM to CMMI
SW-CMM key process areas CMMI Process Areas
Level 5
Optimizing
Level 4
Managed
Level 3
Defined
Level 2
Repeatable
Defect Prevention
Technology Change Management
Process Change Management
Quantitative Process Management
Software Quality Management
Organization Process Focus
Organization Process Definition
Training Program
Integrated Software Management
Software Product Engineering
Intergroup Coordination
Peer Reviews
Requirements Mgmt
Software Project Planning
Software Project Tracking & Oversight
Software Subcontractor Management
Software Quality Assurance
Software Configuration Management
Causal Analysis and Resolution
Organizational Innovation and Deployment
Organizational Process Performance
Quantitative Project Management
Organizational Process Focus
Organizational Process Definition
Organizational Training
Integrated Project Management
Risk Management
Requirements Development
Technical Solution
Product Integration
Verification
Validation
Decision Analysis and Resolution
Requirements Management
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Product & Process Quality Assurance
Configuration Management
Measurement and Analysis

93. Personal Software Process
(PSP)
0Based on the work of Humphrey.
0PSP is a scaled down version of
industrial software process:
0Suitable for individual use.
0Even CMM assumes that engineers use
effective personal practices.
109

94. Personal Software Process
(PSP)
0A process is the set of steps for doing a
job.
0The quality and productivity of an
engineer
0Largely determined by his process
0PSP framework:
0Helps software engineers to measure and
improve the way they work.
110

95. Personal Software Process
(PSP)
0Helps developing personal skills and
methods.
0Estimating and planning method.
0Shows how to track performance against
plans.
0Provides a defined process;
0Can be fine tuned by individuals.
0Recognizes that a process for individual use is
different from that necessary for a team project.
111

96. Time Management
0Track the way you spend time:
0Boring activities seem longer then actual.
0Interesting activities seem short.
0Record time for:
0Designing
0Writing code
0Compiling
0Testing
112

97. Personal Software Process
(PSP)
113
Planning
Design
Code
Compile
Test
Postmortem
Logs
Project plan
summary

98. PSP-Planning
0Problem definition
0Estimate max, min, and total LOC
0Determine minutes/LOC
0Calculate max,min, and total
development times
0Enter the plan data in project plan
summary form
0Record the planned time in Log
114

99. PSP-Design
0Design the program.
0Record the design in specified
format.
0Record the Design time in time
recording log.
115

100. PSP-Code
0Implement the design.
0Use a standard format for code text.
0Record the coding time in time
recording log.
116

101. PSP-Compile
0Compile the program.
0Fix all the defects.
0Record compile time in time
recording log.
117

102. PSP-Test/Postmortem
0Test:
0Test the program.
0Fix all the defects found.
0Record testing time in time recording log.
0Postmortem:
0Complete project plan summary form with actual time and size
data.
0Record postmortem time in time record.
118

103. Personal Software Process
(PSP)
119
PSP 0
PSP 1
PSP 2
PSP 3
•Personal measurement
•Basic size measures
•Personal planning
•Time and schedule
•Personal quality management
•Design and code reviews
•Personal process
evolution

104. Six Sigma
0Six sigma is a quantitative approach to eliminate
defects:
0Applicable to all types of industry -from manufacturing,
product development, to service.
0The statistical representation of Six Sigma
quantitatively describes :
0How a process is performing.
120

105. Six Sigma
0To achieve six sigma:
0A process must not produce more than 3.4 defects per
million opportunities.
05 Sigma -> 230 defects per million.
04 Sigma -> 6210 defects per million.
0Six sigma methodologies:
0DMAIC (Define, Measure, Analyze, Improve, Control).
0DMADV: (Define, Measure, Analyze, Design, Verify).
121

106. Six Sigma Methodologies
0The methodologies are implemented by Green belt and Black
belt workers:
0Supervised by Master black belt worker.
0Pareto Chart:
0Simple bar chart to represent defect data
0Identify the problems that occurs with greatest frequency
0or incur the highest cost
122