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IT QM BratislavaIT QM Bratislava
IT QM Part1 Lecture 1IT QM Part1 Lecture 1
Dr. Withalm Apr 18, 2023
IT QM Bratislava18.04.23 Dr.Withalm2
Lectures at the University of Bratislava/Spring 2014
27.02.2014 Lecture 1 Impact of Quality-From Quality Control to Quality Assurance
06.03.2014 Lecture 2 Organization Theories-Customer satisfaction-Quality Costs
13.03.2014 Lecture 3 Leadership-Quality Awards
20.03.2014 Lecture 4 Creativity-The long Way to CMMI level 4
27.03.2014 Lecture 5 System Engineering Method-Quality Related Procedures
03.04.2014 Lecture 6 Quality of SW products
10.04.2014 Lecture 7 Quality of SW organization
IT QM Bratislava18.04.23 Dr.Withalm4
Today’s Agenda
Impact of Quality
Quality definition
Standards
IT QM Bratislava18.04.23 Dr.Withalm5
Business
Strategy
BusinessModels
Process
Project
BalancedScore Cards
BalancedScore Cards
Process Metrics
Process Metrics
ProjectMetrics
ProjectMetrics
EFQM Assessments
EFQM Assessments
CMMI Assessments
CMMI Assessments
ProjectAudits
ProjectAudits
„periodic determination“
„co
nti
nu
ing
co
ntr
ol“
Metrics and Assessments
Impact of Quality/1How to measure the fulfillment
IT QM Bratislava18.04.23 Dr.Withalm6
Impact of Quality/2How to establish Business Strategies
IT QM Bratislava18.04.23 Dr.Withalm7
Product Value proposition
Customer
Interface
Target Customer
Distribution Channel
Relationship
Infra-
structure
Value Configuration
Capability
Partnership
Financial
Aspects
Cost Structure
Revenue (Sharing)
Model
P4Financial Aspects
P3 InfrastructureManagement
P1Product
P2 Customer Interface
Vision&
Strategy
Impact of Quality/3How to establish Business Models
IT QM BratislavaDr.Withalm8
Impact of Quality/4EFQM model-Bench marking of Enterprises
Innovation and LearningInnovation and Learning
EnablersEnablers
PeoplePeople
Policy andStrategy
Policy andStrategy
Partnerships& Resources
Partnerships& Resources
Leadership Leadership ProcessesProcesses
Results Results
People
Results
People
Results
Customer
Results
Customer
Results
SocietyResults
SocietyResults
Key
PerformanceResults
Key
PerformanceResults
90
80
90
90
200
60100 140 150
500 points 500 points
IT QM Bratislava18.04.23 Dr.Withalm9
Impact of Quality/5
Quality wins
Enterprises which focus on quality are more
successful
Different views will be presented
Quality deficiencies
Either an enterprise fails or even a whole technology
IT QM Bratislava18.04.23 Dr.Withalm10
Quality wins ( McKinsey)/1
„High performance and customer‘s benefit brings you in top position“
Three Dimensions of Quality:
Strategy
Management of core processes
Motivation of employees
IT QM Bratislava18.04.23 Dr.Withalm14
Quality wins ( McKinsey)/5
Four steps to reach top quality Testing
Quality should be reached by testing But testing only reveals errors
Quality awareness is not established General organizational measures are missing
Improving Processes are established
Processes are guidelines how to develop/manufacture Employees are trained to apply processes
Preventing Application of processes will be checked and processes will be correspondingly improved
Suppliers must also adhere to defined processes
Satisfying the customer Focusing on requirements of customers
Functional +non functional +business oriented +implicit requirements QFD (see lecture 6 in part2)
Not only focusing on development and manufacturing but on the whole plc (product life cycle)
IT QM Bratislava18.04.23 Dr.Withalm15
Quality wins ( McKinsey)/5
Long term observations by McKinsey have shown a strong correlation The higher the awareness concerning quality assurance
According the considered quality steps The higher Return of Sales (RoS) as well as Revenue Growth
(RG) of the respective company The range spreads concerning RoS from 0.6 (Step1) to 9.1 (Step4)
Whereas the comparables dates for RG show a range from 5.4 (Step1) to 16.0 (Step4)
Investment in Quality Assurance pays!
IT QM Bratislava18.04.23 Dr.Withalm16
Quality - Time – Cost/1
Magical Triangle of Quality AssuranceQuality
CostTime
IT QM Bratislava18.04.23 Dr.Withalm17
Quality - Time – Cost/2
Both costs and time are more or less fixed by customers The budget of a company is limited for a given project Time is also limited because of many factors
SW project is part of a greater project i.e. car model, opening of a building, certification
of a railway There are dependencies between other projects
i.e. fixed by net plans Quality assurance can not be abandoned because of
many factors: i.e. Liability, reputation, error costs, warranty.
In SW projects prioritizing of requirements and respective versioning of releases are the most appropriate solutions.
IT QM Bratislava18.04.23 Dr.Withalm18
Quality - Time – Cost/3
Magical Triangle of Quality Assurance
Theoretical three solutions are possible:1. Higher quality entails being later and higher costs2. Time reducing entails reduced quality and higher costs3. Reduced costs entails reduced quality and being late Practical solution encompasses the following steps1. Never reduce quality2. Time and cost are in general fixed by customer3. Try to adapt requirements together with customer4. Try to establish versioning of shipping the product
IT QM Bratislava18.04.23 Dr.Withalm19
Quality Improvement Progams/1
Generally management recognizes the impact of quality assurance therefore: Quality improvement programs should be established
TQM, SixSigma, CMMI, EFQM, QFD. Whereas some of them are assessment methods usually
they are combined with improvement projects. Unfortunately 80% of them failed because of the following reasons:
1. Management neither believes in nor backs it2. Inadequate equipment of employees3. Organizational barriers
IT QM Bratislava18.04.23 Dr.Withalm20
Quality Improvement Progams/2
Main contribution of top management is requested in the establishment of QIP i.e. make resources available, personal engagement, motivation
of employees, overcoming of organizational barriers as well as syndromes.
Top management must not be invisible during the execution of QIP Regularly attending meetings, checking progress, motivating
employees Taking the role of a godfather/coach.
Always available in case of difficulties and never delegating issues.
IT QM Bratislava18.04.23 Dr.Withalm21
Quality Improvement Progams/3
IT QM Bratislava18.04.23 Dr.Withalm22
Impact of quality deficiencies/1Examples/1
E-business case of Christmas/1999 Millions of US citizens ordered their gifts via e-business Unfortunately more than 50% of gifts were delivered after Dec.
24th. Lesson learned:
Not only a portal for booking and billing/paying items is enough
The whole business process must be implemented i.e. delivering of goods
IT QM Bratislava18.04.23 Dr.Withalm23
Impact of quality deficiencies/5Example/2
„41% of Britons refuse bank transactions via the Internet“
Dieter Claasen, Britons disappointed by On line services, Die Presse, 3.Aug.2000
„British online Bank EGG: virtual bank robbery“
http://www.independent.co.uk/news/Digital/Update/2000-08/first230800.shtml
IT QM Bratislava18.04.23 Dr.Withalm24
Impact of quality deficiencies/6Example/3
„cancer clinic Therac-25“
Nanca Leveson, Clark Turner, An Investigation of the Therac-25 Accidents, IEEE Computer, July 1993
„rolling mill“
Peter Neumann, Computer related risks, New York, 1995
IT QM Bratislava18.04.23 Dr.Withalm25
Success Factors for Emerging Technologies
Emerging technologies afford new opportunities and big potentials Key factors for success are
Flexibility Generally business processes/workflows are defined and
never adapted Organizational learning
Not only business processes but the whole business strategy and business models should be analyzed and evaluated i.e. actually Collaborative Networked Organizations
(CNO)/Virtual Organizations (VO) have big business potential
Innovation Coming back to this issue in lecture 7
But the winner takes it all
IT QM Bratislava18.04.23 Dr.Withalm26
Classification of Failures in Case of Quality Deficiencies
Generally Safety Integrity Levels (SIL) are established in different standards which are dependent on losses: Humans Material Engines Environment Money Trust
The higher the SIL the higher the Quality Assurance Measures/Methodologies i.e. in SW: Reviews, Tests, FMEA.
IT QM Bratislava18.04.23 Dr.Withalm27
Considerations about Quality/1Customer Perceived Qualityagainst Conformance Quality
Generally Customer Perceived Quality implies higher relative price Relative effectiveness in conforming to specifications implies
Reducing cost for quality which moreover is responsible for relative lower costs
However, there are some risks and therefore it makes sense Check, if relative effectiveness is accepted by customer Check, if you design or adopt a technology which is according
customer perceived relative quality Price is too high->profitability and growth is endangered You make a compromise (only in features) to reach a relative
value With relative value you get a relative market share You must check if this is enough for the profitability and
growth of your company i.e. premise: you have established a BS (Business
Strategy) and BM (Business Model)
IT QM Bratislava18.04.23 Dr.Withalm28
Considerations about Quality/2Customer Perceived Qualityagainst Conformance Quality
The other approach is the following: Your portfolio is conforming to specifications You reduce cost of quality (only features) Getting lower costs You must again check, if you reach the planned profitability and
growth This exercise makes clear that quality must be defined
It’s evident that we are not speaking of erroneous SW systems But of features respectively requirements
Later on we will specify requirements more deeply i.e. explicit, implicit, non functional, and business oriented
ones
IT QM Bratislava18.04.23 Dr.Withalm29
Considerations about Quality/4Customer Perceived Qualityagainst Conformance Quality
Is the quality of a Rolls Royce higher than that of a Mini Cooper This example is really exaggerated
It could be an extreme example for customer perceived quality But of course think on your profitability and growth
Have you planned to produce in the RR market? Don’t go by what I say – go by what I mean!
it‘s really the most severe challenge in SW engineering fledging out the most essential requirements of a customer In further lections one of the main topics will be requirement
engineering!
IT QM Bratislava18.04.23 Dr.Withalm30
„Quality: the totality of features and characteristics of a product or service that bear on its ability to satisfy stated or implied needs“
(ISO8402).
Quality definitions/1
„Software quality: the totality of features and characteristics of a software product or service that bear on its ability to satisfy
stated or implied needs“
(ISO/IEC9126 )
Quality means to fulfill all different kinds of Requirements
IT QM Bratislava18.04.23 Dr.Withalm31
Quality definitions/2Quality of ... three pro’s
process
pro ject productSoftware
com pany
IT QM Bratislava18.04.23 Dr.Withalm32
Quality definitions/3Definitions of ... three pro’s
Product A software package, consisting of code andpublications, that eventually is delivered to a customer.In a broader sense, the definition of product alsoincludes the product support materials that are related tosuch activities as marketing and maintenance.
Project The combined resources (people, machines, materials), processes, and activities that are dedicated to building and delivering a product. A project has a defined startingpoint and defined objectives from which completion isidentified. Also, a group of people, typically comprised oftwo or more organizations, working on the same project.
Process A systematic approach that is designed to achieve aspecific purpose.
Documentation dynamic activity of high value enhancement
IT QM Bratislava18.04.23 Dr.Withalm33
Quality definitions/4
Products are characterized by features, requirements, and needs Processes on the other hand should adhere on standards
Standards in which each process area of SW engineering is clearly defined Examples are: requirement management, configuration
management. Whereas in a project a product should be developed/manufactured
Applying a standard process ISO 9001 respectively CMMI will measure/assess
How an organization adheres to the standardized process Respectively if a standardized process is
documented/understood/applied
IT QM Bratislava18.04.23 Dr.Withalm34
Functionality: what SW does
Reliability: maintain function under stated conditions
Usability: effort needed to use
Efficiency: performance of SW / amount of resources used
Maintainability: effort for modification
Quality definitions/5Non functional requirements or Software quality characteristics/1
IT QM Bratislava18.04.23 Dr.Withalm35
Portability: transfer from one environment to another
Availability: of data
Integrity: of data
Confidentiality: of data
Auditing: of transactions
Quality definitions/6Software quality characteristics/2
IT QM Bratislava18.04.23 Dr.Withalm36
Standards/1
AQAP 1,4,9
Allied Quality Assurance
Procedures
NATO Requirements on an industrial QA system
AQAP 13 NATO Requirements on Software
CAN 3-Z 299 1 bis 4 Quality Assurance Program
QSF A,B,C,D QA requirements ( aircraft and space industry )
GMP Good Manufacturing of the world health
organization for pharmaceutical and food
manufacturer
Important standards:
IT QM Bratislava18.04.23 Dr.Withalm37
Standards/2
ISO 9000 is composed of the following sections: ISO 9000:2000, Quality management systems — Fundamentals and vocabulary.
covers the basics of what quality management systems are and also contains the core
language of the ISO 9000 series of standards. The latest version is ISO 9000:2004. ISO 9001 Quality management systems - Requirements is intended for use in any
organization which designs, develops, manufactures, installs and/or services any
product or provides any form of service. It provides a number of requirements which
an organization needs to fulfill if it is to achieve customer satisfaction through
consistent products and services which meet customer expectations. This is the only
implementation for which third-party auditors may grant certifications. The latest
version is :2000. ISO 9004 Quality management systems — Guidelines for performance improvements.
covers continual improvement. This gives you advice on what you or could do to
enhance a mature system. This standard very specifically states that it is not intended
as a guide to implementation
IT QM Bratislava18.04.23 Dr.Withalm38
Standards/3
customer
society
owner
employee supplier
Standards set rules in the relations of the following stake holders
IT QM Bratislava18.04.23 Dr.Withalm39
Standards/5QA is not only focusing on development & manufacturing
IT QM BratislavaDr.Withalm40
Requirements stated in ISO 9001 (2000)
Standards/6
G E N E R A L R E Q U I R E M E N T S
Identify the processes neede for the quality management system
Determine the sequence and interaction of these processes
Ensure the availability of resources and information
Monitor, measure and analyse these processes,
Implement actions necessary to achieve planned results and continual improvement of these processes
General Qualitymanual
Control ofrecords
D O C U M E N T A T I O N R E Q U I R E M E N T S
Control ofdocuments
IT QM BratislavaDr.Withalm41
Standards/7
Requirements stated in ISO 9001 (2000)
Manage-ment
commitment
Manage-ment
review
Responsibility, authority and
communication(responsibility,representative,
int. communication)
Planning(Q objectives,QM systemplanning)
Qualitypolicy
Customerfocus
M A N A G E M E N T R E S P O N S I B I L I T Y
Human resources(competence, awareness
and training)Work environmentInfrastructure
R E S O U R C E M A N A G E M E N T
Provisionof resources
IT QM BratislavaDr.Withalm42
Standards/8
Requirements stated in ISO 9001 (2000)
Customer-related
processes
Controlof
monitoring and
measuring devices
Production &
service provision
PurchasingDesign
and Development
P R O D U C T R E A L I Z A T I O N
Monitoringand measurement
Control of nonconforming
productsImprovement
M E A S U R E M E N T, A N A L Y S I S a n d I M P R O V E M E N T
Analysis of data
Planningof
productrealization
IT QM Bratislava18.04.23 Dr.Withalm43
Standards/9Most recent version of ISO 9000
IT QM Bratislava18.04.23 Dr.Withalm44
Standards/10Essential improvement compared to the original version of 1992
Engagement and commitment of top management Customer focused Management processes are essential parts of the quality
management system Quality targets are the linking between politics and their
realization in the process management Management review is a very efficient means to measure
Effectiveness of management systemCustomer satisfaction.
IT QM Bratislava18.04.23 Dr.Withalm45
Standards/11Essential improvement compared to the original version of 1992
Information is a very important resource Much higher requirements on process management Enforce communication with customers to reach more
effective relations Part of processes are focused to permanently check and
improve the process itselfMethods and measures should be defined and introduced.
IT QM Bratislava18.04.23 Dr.Withalm46
Standards/12
IT QM BratislavaIT QM Bratislava
Thank youfor your attention!
IT QM Bratislava18.04.23 Dr.Withalm48
Business
StrategyBusinessModels
Process
Project
BalancedScore Cards
BalancedScore Cards
Process Metrics
Process Metrics
ProjectMetrics
ProjectMetrics
EFQM Assessments
EFQM Assessments
CMMI Assessments
CMMI Assessments
ProjectAudits
ProjectAudits
„periodic determination“
„co
nti
nu
ing
co
ntr
ol“
Metrics and Assessments
IT QM Bratislava18.04.23 Dr.Withalm49
Farbpalette mit Farbcodes
Primäre Flächenfarbe:
R 215G 225B 225
R 130G 160B 165
R 170G 190B 195
R 220G 225B 230
R 145G 155B 165
R 185G 195B 205
R 255G 210B 078
R 229G 025B 055
R 245G 128B 039
R 000G 133B 062
R 000G 000B 000
R 000G 084B 159
R 255G 255B 255
Sekundäre Flächenfarben:
Akzentfarben:
R 255G 221B 122
R 236G 083B 105
R 248G 160B 093
R 064G 164B 110
R 064G 064B 064
R 064G 127B 183
R 255G 232B 166
R 242G 140B 155
R 250G 191B 147
R 127G 194B 158
R 127G 127B 127
R 127G 169B 207
R 255G 244B 211
R 248G 197B 205
R 252G 223B 201
R 191G 224B 207
R 191G 191B 191
R 191G 212B 231
R 255G 250B 237
R 252G 232B 235
R 254G 242B 233
R 229G 243B 235
R 229G 229B 229
R 229G 238B 245