What ISO 9000 MandatesWhat ISO 9000 MandatesThe requirements for a quality system have been standardized - but many organizations like to think of themselves as unique. So how does ISO 9001:2008 allow for the diversity of say, on the one hand, a "Mr. and Mrs." enterprise, and on the other, to a multinational manufacturing company with service components, or a public utility, or a government administration?

The answer is that ISO 9001:2008 lays down what requirements your quality system must meet, but does not dictate how they should be met in any particular organization. This leaves great scope and flexibility for implementation in different business sectors and business cultures, as well as in different national cultures.

-- ISO

Insuring ComplianceInsuring Compliance1. The standard requires the organization itself to audit its quality

system to verify that it is managing its processes effectively - or, to put it another way, to check that it is fully in control of its activities.

2. In addition, the organization may invite its clients to audit the quality system in order to give them confidence that the organization is capable of delivering products or services that will meet their requirements.

3. Lastly, the organization may engage the services of an independent quality system certification body to obtain an ISO ISO 9001:2008 Certificate of Conformity9001:2008 Certificate of Conformity. This last option has proved extremely popular in the market-place because of the perceived credibility of an independent assessment.

-- ISO

ISO 9001 ContentsISO 9001 ContentsSection 4 General Requirements

Section 5 Management Responsibility

Section 6 Resource Management

Section 7 Product Realization

Section 8 Measurement, Analysis and Improvement

ISO 90003 ISO 90003 Section 7 - Product RealizationSection 7 - Product Realization

7.1 Product Realization Planning

7.2 Customer Processes7.2.2 Review of Software Product Requirements7.2.2.1 Review Product Requirements related to Customer Contract

7.3 Software Design and Development

7.4 Purchasing Parts and Components

7.5 Product and Service Provisionstracking builds, deliveries, releases

7.6 Monitoring and Measuring

http://www.praxiom.com/iso-90003.htm

ISO 90003 ISO 90003 Section 8 - Measurement, Analysis, and ImprovementSection 8 - Measurement, Analysis, and Improvement

8.1 Carry out remedial processes Plan how monitoring, measuring, and analytical processes will be used to

demonstrate conformity.Use monitoring, measuring, and analytical processes to demonstrate

conformance.

8.2 Monitor and measure quality 8.2.1 Monitor and measure customer satisfaction.8.2.2 Plan and perform regular internal audits.8.2.3 Monitor and measure quality processes.8.2.4 Monitor and measure product characteristics.

8.3 Control your nonconforming software products Prevent the delivery or use of nonconforming software products.

8.4 Analyze quality information

8.5 Take required remedial actionshttp://www.praxiom.com/iso-90003.htm

9001 Required Documents9001 Required Documents1. Quality Policy2. Control of Documents 3. Control of Records4. Internal Audits5. Control of Nonconforming Product / Service6. Corrective Action 7. Preventive Action

These may go in a single "Quality Manual".

http://en.wikipedia.org/wiki/ISO_9000

Quality Policyintended for all levels of employeeslinked to business plan, marketing plan, customer

needsmeasurable objectives

Recordsallows problems to be traced back to causesincludes

test results, customer comments, etc. actions taken to improve

Internal Auditsis the system working?what improvements can be made?

Reality CheckReality CheckDoes ISO 9001 actually improve software quality?independent studies indicate yes

ISO 9001 creates a climate of quality

or is this a self-selecting group that only applied for ISO certification because they were already interested in and doing QA?

Not always a good ideaGood business judgment is needed to

determine ISO9001's proper role for a company.

Is certification important to the marketing plans of the company? If not, do not rush to certification.

Even without certification, companies should utilize the ISO 9001 model as a benchmark to assess the adequacy of its quality programs.

-- Frank Barnes

CMM HistoryCMM History1986 - Effort started by SEI and MITRE

Corporation assess capability of DoD contractors

First version published in 1991

closely related to TQM goal is customer satisfaction

not required that customer be "delighted"

Some Fundamental IdeasProcess improvement is based on small

steps, rather than revolutionary innovation.

CMM is not exhaustive or dictatorial.

CMM focuses on processes that are of value across the organization.

LevelsLevels1. Initial2. Repeatable3. Defined4. Managed5. Optimizing

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Level 1 : The Initial Levelad hoc, sometimes chaotic

overcommitment leads to a series of crises

during a crisis, projects abandon plans

capability is characteristic of individuals, not the organization

when a good manager leaves, the success leaves with them

Level 2 : The Repeatable LevelPlanning is based on experience with

similar projects past successes can be repeated

Policies for Managing and Implementation installed basic management controls track costs and schedules notice and deal with problems as they arise

Level 3 : The Defined LevelStandard Processes defined across the

organization and used by all projects standard set of roles, activities, quality tracking, etc each project uses a tailored version of this standard

process

Training Program is in place to ensure everyone has the skills required for their assigned role

Level 4 : The Managed LevelQuantitative Quality Goals

for both Products and Processes

Organization-wide Process Database meaningful variations in process performance

can be distinguished from random noise actions are then taken to correct the situation

Products are of predictably high quality

Level 5 : The Optimizing LevelOrganization has the means to identify

weaknesses and strengthen the process proactively

teams analyze defects to determine their cause, and disseminate lessons learned throughout the organization

major focus on eliminating waste e.g. reduce amount of rework

Defect preventionTechnology change managementProcess change management

Quantitative process managementSoftware Quality Management

Organization process focusOrganization process definitionTraining programIntegrated software managementSoftware product engineeringIntergroup coordinationPeer Reviews

Requirements managementSoftware project planningSoftware project tracking and oversightSoftware subcontract managementSoftware quality assuranceSoftware Configuration management

Key Process AreasKey Process Areasby maturity level

This is a somewhat handy

hierarchy of activities.

Don't skip levelsFor example,

collecting detailed data (level 4) is meaningless unless the data is from projects that use a consistent process (level 3)

Level Comparison - RiskLevel 1

Just do it

Level 2problems are recognized and corrected as they

occur

Level 3problems are anticipated and prevented, or

impacts minimized

Levels 4 and 5sources of problems are understood and

eliminated

Level Comparison - PeopleLevel 1

success depends on individual heroicsfire fighting is the way of life

Level 2success depends on individualsefforts are supported by management

Level 3people are trained for their role(s)groups work together

Levels 4strong sense of teamwork in every project

Level 5strong sense of teamwork across the organizationeveryone does process improvement

Level Comparison - MeasurementLevel 1

ad hoc (if any) data collection and analysis

Level 2 individual projects use planning data

Level 3data collected for all processesdata shared across projects

Levels 4data standardized across the organization

Level 5data used for process improvement

Defect preventionTechnology change managementProcess change management

Quantitative process managementSoftware Quality Management

Organization process focusOrganization process definitionTraining programIntegrated software managementSoftware product engineeringIntergroup coordinationPeer Reviews

Requirements management

Software project planningSoftware project tracking and oversightSoftware subcontract managementSoftware quality assuranceSoftware Configuration management

Key Process AreasKey Process Areasby maturity level

Software Project Planning Goals Goals

1. Software estimates are documented for use in planning and tracking the software project.

2. Software Project activities and commitments are planned and documented.

3. Affected groups and individuals agree to their commitments related to the software project.

Software Project Planning1. Commitment to PerformCommitment 1 -- A project software

manager is designated to be responsible for negotiating commitments and developing the project's software development plan.

Commitment 2 -- The project follows a written organizational policy for planning a software project.

This policy typically specifies that:

1. The system requirements allocated to software are used as the basis for planning the software project.

2. The software project's commitments are negotiated between: the project manager, the project software manager, and the other software managers.

3. Involvement of other engineering groups in the software activities is negotiated with these groups and is documented.

4. Affected groups review the software project's: software size estimates, effort and cost estimates, schedules, and other commitments.

5. Senior management reviews all software project commitments made to individuals and groups external to the organization.

6. The project's software development plan is managed and controlled.

Software Project Planning2. Ability to Perform

Ability 1 -- A documented and approved statement of work exists for the software project.

Ability 2 -- Responsibilities for developing the software development plan are assigned.

Ability 3 -- Adequate resources and funding are provided for planning the software project.

Ability 4 -- The software managers, software engineers, and other individuals involved in the software project planning are trained in the software estimating and planning procedures applicable to their areas of responsibility.

The statement of work covers: scope of the work, technical goals and objectives, identification of customers and end users, imposed standards, assigned responsibilities, cost and schedule constraints and goals, dependencies between the software project and other organizations, resource constraints and goals, and other constraints and goals for development and/or maintenance.

The statement of work is reviewed by: the project manager, the project software manager, the other software managers, and other affected groups.

The statement of work is managed and controlled.

Software Project Planning3. Activities Performed

Activity 1 -- The software engineering group participates on the project proposal team.Activity 2 -- Software project planning is initiated in the early stages of, and in parallel with,

the overall project planning.Activity 3 -- The software engineering group participates with other affected groups in the

overall project planning throughout the project's life.Activity 4 -- Software project commitments made to individuals and groups external to the

organization are reviewed with senior management according to a documented procedure.Activity 5 -- A software life cycle with predefined stages of manageable size is identified or

defined.Activity 6 -- The project's software development plan is developed according to a documented

procedure.Activity 7 -- The plan for the software project is documented.Activity 8 -- Software work products that are needed to establish and maintain control of the

software project are identified.Activity 9 -- Estimates for the size of the software work products (or changes to the size of

software work products) are derived according to a documented procedure.Activity 10 -- Estimates for the software project's effort and costs are derived according to a documented

procedure.Activity 11 -- Estimates for the project's critical computer resources are derived according to a

documented procedure.Activity 12 -- The project's software schedule is derived according to a documented procedure.Activity 13 -- The software risks associated with the cost, resource, schedule, and technical aspects of the

project are identified, assessed, and documented.Activity 14 -- Plans for the project's software engineering facilities and support tools are prepared.Activity 15 -- Software planning data are recorded.

Software Project Planning4. Measurement and Analysis

Measurement 1 -- Measurements are made and used to determine the status of the software planning activities.

Examples of measurements include: completions of milestones for the software project

planning activities compared to the plan; and work completed, effort expended, and funds

expended in the software project planning activities compared to the plan.

Software Project Planning5. Verifying Implementation

Verification 1 -- The activities for software project planning are reviewed with senior management on a periodic basis.

Verification 2 -- The activities for software project planning are reviewed with the project manager on both a periodic and event-driven basis.

Verification 3 -- The software quality assurance group reviews and/or audits the activities and work products for software project planning and reports the results.

The full lists of activities can be found athttp://www2.umassd.edu/swpi/sei/tr25f/tr25.html