QUALITYSTD

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QUALITY

STANDARDS

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ISO 9000 International standard for quality

management system

Generic in nature, applies to allindustries (production, construction,manufacture, software, services)

Not a product level standard.

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ISO 9000: 2000STRUCTURE

(GUIDANCE DOCUMENTS(DESCRIPTIVE):

o ISO 9000:2000 (QMS Fundamentals and vocabulary)

o ISO 9004:2000 (QMS Guidancefor performance improvement)..

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9001:2000

ISO 9001 REQUIREMENTS DEFINE

WHAT TO DO,

NOTHOW TO DO

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ISO 9000: QUALITY

MANAGEMENT PRINCIPLES A set of eight Management Principles form

the basis of ISO 9000:2000 Derived from the collective experience and

knowledge of the international experts whoparticipate in ISO Technical CommitteeISO/TC 176

Can be used as a framework to set up QMS

and guide the organization towardsimproved performance and excellence..

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ISO 9000: QUALITY

MANAGEMENT PRINCIPLES Customer Focus Leadership Involvement of People

Process approach System approach to management Continual improvement Factual approach to decision making

Mutually beneficial supplier relations.

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MANAGEMENT

Consistent, visible interest,commitment and support

Implement the eight management

Principles of ISO 9000:2000 Establish Quality Policy, Quality

Objectives and communicate to allemployees

Provide suitable resources -personnel, equipment, materials..

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MANAGEMENT

Establish responsibilities andauthorities; communicate to allconcerned

Nominate ManagementRepresentative to implementthe QMS

Reviews of QMS, correctiveactions, preventive actions.

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QUALITY PLANNING AT

ORGANISATION LEVEL Specify life cycle models for different types of

projects

Describe contents of software products like:o Software requirement specificationso Design documentso Source code headerso User manuals..

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QUALITY PLANNING AT

ORGANISATION LEVEL Describe contents of software management

plans like:o

Software project management plano Software configuration management plano Software verification and validation plano Software quality assurance plan..

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QUALITY PLANNING AT

ORGANISATION LEVEL Describe conventions for use of:

o Programming languageso Naming conventionso Coding standardso Commenting conventions.

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QUALITY PLANNING AT

PROJECT LEVEL Identify quality requirements for the product Define quality system procedures and work

instructions Define product specific procedures and

instructions like:o Project plan, other supporting planso Test plans (unit tests / functional tests /

integration tests / acceptance tests etc..)

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QUALITY PLANNING AT

PROJECT LEVEL Design the tests with test

cases, test procedures and

acceptance criteria Define responsibility for

approving the outputs of the

processes.

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QMS DOCUMENT AND

DATA CONTROL Documents are approved for accuracy before

release

Relevant versions are available and used Obsolete documents are removed; if retained,are suitably identified

Not necessary to document ALL processes andforms - only those as required by ISO 9001 orthose felt necessary by the organisation.

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IMPORTANT REQUIREMENTS OF ISO9001:2000

Resource management:o Human resourceso Infrastructure resources

Work environment

Customer-related process:o collect requirements, review and finalise

requirementso Prepare design, review and finalise designo Verification and validation..

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Prepare, review and finalise theproject plan

Change control Identification, traceability,

preservation and release Safe handling of customer property Purchase and sub-contracting Calibration of measuring devices..

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Measuring and monitoring: project,people, process and customersatisfaction

Internal quality audits Management reviews Continual improvement: corrective

and preventive actions.

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SW CMM Research project sponsored by US

Department of Defence at SoftwareEngineering Institute, Carnegie Mellon

University, Pittsburgh, USA Other models:

o P-CMM, CMM I, SA-CMM..

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SW - CMM Compilation of about 400 best practices

from number of software developers. First draft issued in March 1990

Version 1.0 released for public in August1991 Version 1.1 released for public in

February 1993

Version 2.0: Not released, but mergedinto CMMI.

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SOFTWARE PROCESS

MATURITY

2. Repeatable

1. Initial

3. Defined

4. Managed

DisciplinedProcess

Standard,ConsistentProcess

PredictableProcess

ContinuouslyImprovingProcess

Unpredictable andpoorly controlled

Can repeat previouslymastered tasks

Process characterized,fairly well understood

Process measuredand controlled

Focus on processimprovement

5.Optimizing

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-CMM

Five maturity levels:o Level 1: Initial

o Level 2: Repeatableo Level 3: Definedo Level 4: Managedo Level 5: Optimizing..

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-CMM

Each level (except level 1) hasKey Process Areas (KPAs)

Each KPA has:o Goalso Commitment to performo Ability to performo Activities performedo Measurement and analysiso Verifying implementation.

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TYPICAL CHARACTERISTICS OF

LEVEL 1 ORGANISATION Uncertainty; confused

management, uncommitted to

quality. Ad-hoc, chaotic process. Develop software, but often with

large cost and schedule over-run.

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LEVEL 2: REPEATABLE Awakening, organisation begins torealise that quality will help

Key process areas:o Requirements managemento Software project planningo Software project trackingo Software sub-contract managemento Software quality assuranceo Software configuration management.

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LEVEL 3: DEFINED

Enlightened, formal qualityimprovement program is launched

Key process areas:o Organisation process focuso

Organisation process definitiono Training programo Integrated software managemento Software product engineeringo Inter-group co-ordination

o Peer reviews.

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LEVEL 4: MANAGED

Wisdom, when improvements areestablished

Key process areas:

o Quantitative process managemento Software quality management.

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LEVEL 5: OPTIMIZING Certainty quality management is

considered absolutely vital part ofcompany management

Key process areas:o Defect preventiono Technology change managemento Process change management.

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MAIN DRAWBACKS OF SW-

CMM Too much emphasis on inspection,traditional QA policing

Difficult to address architectural

flaws Addresses procurement activities

restricted only to outsourcing of

software.

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CMM I Inputs from:

oSW-CMM Ver 2.0 (Draft C)oEIA - 731 SE CMo

IPD CMM Ver 0.98a Inspired by:o ISO/IEC TR 15504 SPICE Model..

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CMMI Three models:

o CMMI-SE/SWo CMMI-SE/SW/IPPDo CMMI-SE/SW/IPPD/SS

Each model can have:o Staged representation ORo Continuous representation.

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STAGEDREPRESENTATIONSW- CMM CMM - I *

*All

Models

Maturity levels:o Level 1: Initialo Level 2:

Repeatableo Level 3: Definedo Level 4: Managedo Level 5:

Optimizing

Maturity levels:o Level 1: Performedo Level 2: Managedo Level 3: Defined

o Level 4:QuantitativelyManaged

o Level 5: Optimizing

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LEVEL 2SW- CMM CMMI *

*All

Models

Requirementsmanagement

SW project planning SW project tracking SW sub-contract

management SW quality

assurance SW configuration

management

Requirementsmanagement Project planning Project monitoring and

control Supplier agreement

management Measurement and

analysis Process and product

quality assurance

Configurationmanagement

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*All

Models

Quantitativeprocessmanagement

Software qualitymanagement

Quantitativeprojectmanagement

Organizationalprocessperformance

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*All

Models

Defectprevention

Technology

changemanagement

Process

changemanagement

OrganizationalInnovation andDeployment

CausalAnalysis andResolution

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LEVEL 3SW- CMM CMMI SE/SW

Organization processfocus

Organization processdefinition

Training program

Integrated softwaremanagement

Software productengineering

Inter-group co-ordination

Peer reviews

Requirements Development Technical Solution Product Integration Verification Validation Organizational process

focus Organizational process

definition Organizational Training

program Integrated Project

Management Risk Management Decision Analysis and

Resolution

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LEVEL 3SW- CMM CMMI

SE/SW/IPPD Organization processfocus Organization process

definition Training program




Peer reviews

Requirements Development Technical Solution Product Integration Verification Validation Organizational process focus Organizational process definition

Organizational Training program Integrated Project Management Risk Management Decision Analysis and Resolution

Integrated Teaming Organizational

Environment forIntegration

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LEVEL 3SW- CMM CMMI

SE/SW/IPPD/SS Organization process

focus Organization process

definition Training program




Peer reviews

Requirements Development Technical Solution Product Integration Verification Validation Organizational process focus Organizational process definition

Organizational Training program Integrated Project Management Risk Management Decision Analysis and Resolution Integrated Teaming Organizational Environment for

Integration

Integrated SupplierManagement

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CONTINUOUS REPRESENTATION

All Process Areas aresegregated under

domains:oProcess ManagementoProject ManagementoEngineeringoSupport.

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CONTINUOUS REPRESENTATION

Capability Levels of eachProcess Area:o Level 0: Not performedo Level 1: Performedo Level 2: Managedo Level 3: Definedo Level 4: Quantitatively Managedo Level 5: Optimizing.

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MANAGEMENT

Organizational Process FocusOrganizational Process DefinitionOrganizational TrainingOrganizational Process PerformanceOrganizational Innovation and Deployment.

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MANAGEMENT

Project PlanningProject Monitoring and ControlSupplier Agreement Management

Integrated Project ManagementRisk ManagementIntegrated TrainingIntegrated Supplier Management

Quantitative Project Management.

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ENGINEERING

Requirements ManagementRequirements DeploymentTechnical SolutionProduct IntegrationVerificationValidation.

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SUPPORT

Configuration ManagementProcess and Product Quality AssuranceMeasurement and Analysis

Decision Analysis and ResolutionOrganisational Environment forIntegrationCausal Analysis and Resolution.

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AREA

Each Process Area has:oSpecific goalsoSpecific practicesoGeneric goalsoGeneric practicesoSubpracticesoTypical work products.

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PMP Project Management Professional:

instituted by PMI (Project ManagementInstitute, Pennsylvania, USA)

Internationally accepted certification Based on PMBOK (Project Management

Body of Knowledge) PMBOK Guide approved by ANSI as a

standard and by IEEE as guide to project

management.

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DOMAINS IN PMBOK

Integration Management: Project plandevelopment, execution and changecontrol

Scope management: definition,

verification, change control Time management: scheduling,

tracking and control Human resource management:

planning, staffing, team development..

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DOMAINS IN PMBOK

Quality management: qualityplanning, QA, QC

Cost planning: resourceplanning, budgeting, cost control

Communications management:communications planning,information distribution, reporting,

closure..

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DOMAINS IN PMBOK

Risk management: riskidentification, quantification,response development, monitoring

Procurement management:procurement planning, solicitationplanning, solicitation, contractadministration, contract close out.

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PRINCE 2 PRoject IN Controlled Environments Project Management Standard published

by CCTA (Central Computing andTelecommunications Agency), UK

Originally developed for use on BritishGovernment IT projects

Version 1 released in 1989 Version 2 released in 2002.

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2

Design a plan Define and analyse products Identify activities and their dependencies

Estimate effort for each activity Schedule Analyse risk Complete plan.

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ORGANIZATION

Programme Management Project Board

Project Manager Team Manager Team Member.

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PROJECT PROCEDURES

Starting a project Initiating a project Directing a project

Controlling a project Managing product delivery Managing stage boundaries

Closing a project.

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P-CMM People Capability Maturity Model of SEI, CMU Applicable for developing, managing the

organizations work force and knowledgemanagement

Recognizes that single most important variable forsuccess: skill of the people P-CMM helps to improve ability to attract, develop,

motivate, organize and retain the talent required bythe organization

Can be used by any type of organization..

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P-CMM Version 1.0 released in 1995 Version 2.0 released in 2002 Part 1:

o rationale and evolution of the People CMM

o concepts of process maturityo structure of the modelo how to interpret the model's practiceso case studies of results..

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P-CMM Part 2:

o key practices of the People CMM thatcontribute to maturing workforce capability:

o the individual, managerial, and organizationalpractices; maturity levels: initial managed defined predictable optimizing..

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P-CMM Part 3:

o Referenceso Glossaryo Practice-to-Goal Mappings for

People CMM Process Areaso Change History.

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LEVEL 2: MANAGED

Staffing Communication and co-ordination Work environment

Performance management Training and development Compensation.

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LEVEL 3: DEFINED

Competency analysis Workforce planning Competency development

Career development Competency-based practices Workgroup development Participatory culture.

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LEVEL 4: PREDICTABLE Competency integration Empowered workgroups Competency-based assets

Quantitative performance management Organizational capability management Mentoring.

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LEVEL 5: OPTIMIZING Continuous capability improvement Organizational performance alignment Continuous workforce improvement.

Q O G S O

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QUALITY JOURNEY BEGINS FROM

"WE DO NOT KNOW WHY WEHAVE PROBLEMS WITH QUALITY"

AND PROCEEDS TOWARDS

"NOW WE KNOW WHY WE DO NOT

HAVE PROBLEMS WITH QUALITY"

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AND THE JOURNEY

CONTINUES: Continually optimising

Because:

THERE IS ALWAYS A BETTER

METHOD