How To Incorporate

1
How To Incorporate A Quality Transformation
Into Your Organization
Monica Turner Hill, PMP Director of
Quality Cingular Wireless
2
The Cingular Wireless Approach to Process
Improvement

• The Approach
• The Measures
• Cingular Wireless Statistics
• Goals and Accomplishments

Monica Turner Hill, PMP Director of
Quality Cingular Wireless
3
The Forces of Change
The systems involved in a development effort is
expanding within your organization and external
some with forces of Ecommerce
Business Need to develop more and test better is
here...
Competition
Your Development Organization
eCommerce
Systems
Cost
Internal application and system changes to
platforms, processing and interfaces
Beginning the Quality process at the start of a
project will reduce the cost of Quality
4
Quality Transformation - Key Objectives

• Execute a Quality process to ensure that your
• development cycle is properly aligned to
  support
• your business needs for software development.
• Develop a comprehensive Quality roadmap which
• details the needed changes to build Quality
  into
• the product lifecycle.
• Reduce life cycle time to deliver solutions by
  creating
• a professional Quality Community and Quality
• atmosphere.

5
Quality Transformation Roadmap

• Execute a Quality process to ensure that your
  development cycle is properly aligned to support
  BellSouth business needs for software development
• Determine and evaluate the Current State of
• your Quality Process
• Define a Desired State of where you need to be
• Develop Transition Plans to guide the transition

6
Quality Roadmap
BUSINESS
AWARENESS
ALIGNMENT
COMMITMENT
IMPLICATIONS
RESOURCES
FUNDING
CAPABILITY
PROFESSIONALISM
PARTNERING
EXECUTION
7
Quality Roadmap

• Desired State
• Determine targeted Quality function
• Develop Organization Structure and
• Communication
• Links

• Current State
• Assess current Quality environment
• Establish baseline
• Estimate to reach desired state

• Transition Plans
• Map current state to desired state
• Develop application and process conversion plans

Phase I

• Core Teams organized around application and
  process areas
• Form teams to work within each area
• Set Delivery Dates

Phase II
Phase III

• Review of Industry Recommendations and
  Application Mapping
• Organization structure and Environment
• Set Delivery Date

• Channel Maps - plans by each group to complete
  Quality transition
• Transition plans for migration to the target
  structure
• Set Delivery Dates

8
Current State
Quality Control Assessments

• Further testing by individual applications as a
  stand alone system is not likely to produce a
  production like environment to certify testing.
  Continued efforts for unit testing will decrease
  defects entering into the next phase of testing.
• Applications are not staffed appropriately to
  participate in technical reviews and design
  meetings to prevent rework further along in the
  development cycle.
• The absence of testing strategy being completed
  in the planning phase causes for certain
  scenarios and cases not to be tested.
• Processes are too volatile to apply automation to
  improve cycle time.

9
Current State
Quality Assurance Assessments

• Quality is not assessed during the project life
  cycle. Check points are not validated, meetings
  are not attended and sign-off is not mandated.
• Post Mortem information is documented but not
  followed up on to ensure that lessons learned are
  implemented.
• There is no detailed analysis of QC tickets to
  track back to point of failure
• There is no follow-up with Production Support to
  monitor defects that made it into production and
  trace them back to point of failure.
• Currently not aware of the cost of quality

10
Current State
Quality Process Assessments

• Focus - Currently does not have a Quality mission
  statement, defined quality/testing terminology or
  defined testing strategy
• QA - There is not an established group that
  represent the Quality initiatives and the move
  toward continued improvements
• Web - There are currently limited tools for
  communicating project requirements, status
  reports, quality standards, test plans, project
  schedules or QA reviews
• Automation - Currently there is limited
  automation of test scripts and batch processes

11
Desired State
The Target Quality Environment

• SYSTEMS ARE TREATED AS A SINGLE PRODUCT THAT WILL
  BE DELIVERED TO THE CUSTOMER
• METRICS AND MEASURES ARE IN PLACE TO REDUCE THE
  COST OF QUALITY
• TOOLS ARE CREATED TO ASSIST IN PROJECT
  COMMUNCIATION
• AUTOMATION OF SOME QC FUNCTIONS
• QUALITY IS EVERYONES RESPONSIBILITY

Project Management


Integrated Testing Environment

12
Transition
What We Must Do To Put The Model In Place

• BEGIN THE QUALITY PROCESS WITH REQUIREMENTS
  DEFINITION
• BREAK SYSTEMS INTO COMPONENTS
• BUILD TESTING ENVIRONMENT THAT REPLICATES
  PRODUCTION ACROSS APPLICATIONS
• IMPLEMENT A TEST GROUP THAT SUPPORTS APPLICATION
  TESTING INTERNAL AND EXTERNAL
• CREATE AN ATMOSPHERE WHERE QUALITY IS A
  REQUIREMENT FOR ALL GROUPS
• MEASURE THE SUCCESS AND CELEBRATE THE
  ACCOMPLISHMENTS

13
Transition
The Order of Major Transition Activities

• Enable the Disaggregation of Subsystem mentality
  

• Establish Quality Assurance Group

• Secure funding for staffing and hardware

• Educate IT and the Business on the Quality
  Transformation

14
The Quality Community
Quality Assurance
Users Developers Project Mgmt Bill Verification
Measures
Business
Billing
Retail
Activations
Reporting
Financial
Vendors
Industry
15
Quality Transformation - Guiding Principles

• We will build an aligned, professionally-ground
  ed
• Quality community impervious to
  organization
• structure or change
• The Quality Council will direct and define the
• Quality Standards the Quality Committee
  will
• determine the Methods and Procedures
• IT Business Liaisons will be the strategic link
• between the business needs and IT capability
  to deliver
• a Quality Product
• A core of professional quality personnel will
• be utilized across the corporation and some
  external
• consulting will be used when necessary
• Practicality should rule

16
The Measurements
17
Cost Benefit Analysis

• Cost
• People/Resources mgr, external process team,
  internal process mgr
• Possibly some project slow down establish,
  certify, implement
• Reporting data storage, data gathering,
  printing and distribution
• Measurement Statistics
• Hetzel 1993 - Inputs, Outputs, Results
• Selecting Measures
• Change over Time
• Identifying Causes
• Benefits
• Balanced work life for employees
• Project dates projected with more consistency and
  accuracy
• Less Training Time

18
Selecting Measures

• Balanced Score Card
• Financial
• Customer Satisfaction
• Internal Processes
• Innovation and improvement activities
• GQM
• CMM/SEI Core Measures
• Resources expended on software process
  improvements
• Resources expended to execute the Software
  Process
• Amount of Time(calendar time) it takes to execute
  the process
• Size of product that result from the software
  process
• Quality of the products produced
• Business Value
• Increased Productivity
• Early error detection and correction
• Overall reduction in errors
• Improved Trends in Maintenance and Warranty work
• Intangible Benefits

19
Cingular Statistics and Current
Progress
20
Cingular Target Areas and Updates

• SQA - Established team of 5 analysts, 3 Audits,
  15 improvement in issues
• Application Interface Testing - Established team
  of 3, 72 percent more coverage of production, 0
  failure rate in production, 90 reduction in post
  production failures
• Communication - Quarterly Conference calls with
  market, Combined test efforts across apps to
  decrease resources and time for testing
• Automation - Established process, organization
  buy-in, 40-50 increase in test coverage
• Process Consulting Team - Process Culture,
  Process Development, Process Infrastructure
• CMM Team Assessments - Completed two internal
  assessments, 3 projects under evaluation, defined
  outline of all non-compliance and a project plan
  for elimination

21
Standards for Success

• Establish actions for success and failure.
• Build the Right Team to Drive the Process
  Improvement Program
• Understand implementation considerations.
• Understand key aspects of Managing Technology
  Change.
• Sponsorship
• Obtain Management Commitment
• Educate Management
• Prepare for the Challenge
• Communicate!
• Understand Your Culture
• Manage the Resistance
• Keep Them Motivated!

22
Do Process Improvement to Get Results

• Define your goals and objectives. Measure status
  against those goals.
• Understand the problems you are trying to solve.
• Define measurements to determine process and
  product quality.
• You do not need multiple three ring binders to
  get good processes defined.
• Automate after processes are defined, piloted and
  implemented.
• One size process does not fit all projects.