Week 8 Quality Management Learning Objectives

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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 Control
• Apply QM principles to Project Management
• Apply QM principles to software development
  project management
• Demonstrate how the CMM incorporates QM
  principles

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Quality

• is everyones 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.

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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

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Quality Management

• Organization-wide commitment culture
• Results and measurement focus
• Tools and technical support needed
• Training and learning
• Continuous improvement of each process
• Is it necessary?
• Can it be done better?

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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

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ISO 9000 Standard5 Elements (500 points)

• Quality Planning
• Performance Information
• Cost of Quality (economics)
• Continuous Improvement
• Customer Satisfaction

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Quality in Project Management I

• ISO 9000, TQM, CQI principles
• Prevention over inspection
• lower cost, higher productivity, more cust.
  satisfaction
• Management responsibility and team participation
• Plan-do-check-act (re Deming, etc.) - PDCA
• Applied successfully in environments that have
  well-defined processes and products
• More difficult in areas like software development

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Quality in Project Management II

• Customer 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

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Product Description
Quality Standards
Checklists
Quality Management Plan
Quality Planning
Project Scope
Work Results
Quality Policy
Quality Assurance
Operational Definitions
Quality Control
Quality Improvement Actions
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Quality Planning (QP)

• Identifying relevant quality standards
• Determining how to meet them
• QP inputs
• quality policy adopted, disseminated
• scope and product description
• standards, regulations

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Software Quality Planning

• Functionality
• features required and optional
• Outputs
• Performance
• volume of data, number of users
• response time, growth rate
• Reliability MTBF (mean time between failures)
• Maintainability

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QP Outputs

• Quality management plan
• how team will implement quality policy
• structure, responsibilities, resources, processes
• (same as project plan?)
• Operational definitions
• metrics what it is and how its measured
• Checklists
• industry-specific

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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

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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)

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Quality Control (QC)

• Monitoring project results
• Measuring compliance with standards
• Determining causes if not in compliance
• Identifying ways to eliminate causes
• Performed throughout project life cycle

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QC Inputs and Outputs

• Outputs
• Quality Improvement
• Acceptance decisions
• Rework
• Process adjustments
• corrective or preventive actions
• Completed checklists
• project records

• Inputs
• Work results
• Quality Management Plan
• Operational Definitions
• Checklists

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QC Tools

• Pareto analysis
• 80 / 20 rule
• histogram frequencies
• Statistical sampling
• acceptable deviation
• 6-sigma
• 7-run rule

• Inspection
• measuring, examining, testing products
• Control Charts
• monitor output variables
• detect instability in process
• graphical display of results

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Statistical Quality Control

• Prevention
• keeping errors out of the process
• Inspection
• keeping defects from the customer
• Sampling attributes and variables
• Tolerances acceptable ranges
• Control limits acceptable levels

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Testing (Software)

• During most phases of product development
• Unit tests
• Integration testing
• System testing
• User acceptance testing

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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

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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

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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

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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 assurance
• configuration management (prevention)

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CMM Level 3 and Quality

• organization process focus (commitment)
• organization process definition (operational
  definitions)
• training program
• software product engineering (prevention)
• intergroup organization (teamwork)
• peer reviews (teamwork)

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CMM Level 4 and Quality

• Quantitative process improvement
• Software quality management goals
• planned and measured

CMM Level 5 and Quality

• Defect Prevention (prevention)
• Technology and Process Change Management
  (continuous improvement)

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Achieving Software Quality

• Focus on critical requirements early
• Use metrics early and continuously
• Provide 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

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Software Quality Measurement

• Software quality measured by ease of change
• Examples 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 fixed
• Rework healthy early in project, should decrease

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SCO Software Change Order

• 1. 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

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Software Quality Metrics

• Modularity
• breakage localization extent of change re
  baseline size
• Adaptability
• cost of change (effort needed to resolve and
  retest)
• Maturity
• number of SCOs over time MTBF during testing
• Each of above 3 should decrease over time
• Maintainability
• productivity of rework / productivity of
  development

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Operational Definitions

• Defects measured by change orders SCOs
• Open rework (breakage)
• broken components measured by SCOs
• Closed rework (fixes)
• fixed SCOs
• Rework effort effort expended fixing SCOs
• Usage time baseline testing in normal use

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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

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Peer inspections pros and cons

• Pros
• Team development
• Accountability
• Determine causes of defects
• 20 critical components

• Cons
• Superficial
• Not cost effective
• Other QA activities are more effective