Skill Category 2 - · PDF fileSkill Category 2 Quality Leadership ... Ethical behavior and customer satisfaction, climate for continuous improvement, ... • Select awareness topic

© 2007 Quality Assurance Institute

Skill Category 2

Quality Leadership

• Leadership Concepts

• Quality Management Infrastructure

• Quality Environment

© 2007 Quality Assurance InstituteCSQA - 2

Management Commitment

• Understand the concepts of quality management

• Adopt behaviors required to show commitment

• Accept the need to change to a participative management style

• Lead in the development of a quality management implementation

plan

• Lead the formation of the implementation organization

• Provide funds for training

• Provide time for training and meetings

• Publicize and reward results

• Monitor and measure progress

• Provide personnel and other resources


New Behaviors for Management

Traditional Management

Philosophy

Quality Management

PhilosophyControls each result Use the process

Who made the error? What allowed the error?

Correct the error Reduce variation and prevent the error

Employees are the problem Refine the process

Management accountable to their manager Management accountable to the customer

Competition between organizations Teamwork

Motivation from fear of failure Motivation from within (self)

Management of outputs (results), focusing

on detection of defects

Management of process inputs, methods or

sources of variation that focus on preventing

defects

Fire fighting Continuous process improvement

Accomplishment from meeting quotas,

the monthly or quarterly bottom line

Accomplishment from long-term impact of

improving processes


New Behaviors for ManagementCategory Traditional Culture Quality Management Culture

MissionMaximum return on investment (ROI), management by objectives (MBO)

Ethical behavior and customer satisfaction,climate for continuous improvement, ROI as a measure of performance

CustomerRequirements

Incomplete or ambiguous understanding of customer requirements

Uses a systematic approach to seek out, understand, and satisfy both internal and external customer requirements

Suppliers Undirected relationship Partnership

ObjectivesOrientation to short-term objectives and actions with limited long-term perspective

Deliberate balance of long-term goals withsuccessive short-term objectives

ImprovementAcceptance of process variability andSubsequent corrective action as the norm

Understanding and continually improvingThe process

Problem Solving

Unstructured individualistic problem-solving and decision-making

Predominantly participative and inter-disciplinary problem-solving and decision-making, based on substantive data

Jobs and People

Functional, narrow scope, managementcontrolled

Management and employee involvement, work teams, integrated functions

ManagementStyle

Management style with uncertainobjectives that instill fear of failure

Open style with clear and consistent objectives, encouraging group-derivedcontinuous improvement

Role of Manager

Plan, organize, assign, control, enforceCommunicate, consult, delegate, coach,mentor, remove barriers, establish trust

MeasurementOrientation toward data gathering forProblem identification

Data used to understand and continuouslyImprove process

Rewards andRecognition

Pay by job, few team incentivesIndividual and group recognition and rewards, negotiated criteria


Leader vs. Manager

• Manager – Works within the system by following

accepted practices

• Leader – determines where the organization needs to

be then does what is necessary to get there


LeadershipCharacteristic Behavior demonstrated

Substance Helps others achieve needed substance

Growth Helps others achieve personal and career growth

OpportunitiesCreates opportunities for others to make

uninhibited contributions to the enterprise

Environment Creates an environment conducive to performance

Empowerment Empowers others

Obstacles Removes obstacles to performance

SupportHelps others do what they decide is in their own

best interest

Coaching, training,

educationCoaches, trains, and educates others

Uniquely equipped Does what is necessary for success, which others

are not capable of doing

Coordination Helps coordinate the work of others

Market, outlets Creates a market and outlet for the talents of others

Resources for others Acquires the resources others need

StrategiesCreates a vision, communication, and trust through

positioning and deployment of self

PersistentTirelessly pursues the organization’s mission,

working with other leaders on strategic issues

Ethical, open, honest Maintains a totally open and honest state with others


Fundamental Mistakes

• Isolation – Lack of maintaining regular contact with

people they manage

• Inability to reward – Not taking the time to reward the

people they manage

• Lack of business perspective – inability to take

advantage of opportunities


Quality Knowledge

• Modeling – Do and I do not as I say – Manage with

language, statistics, and process improvement teams

• Coaching – Instructing, directing, or prompting

• Reinforcing – Positive feedback should be come

second nature


Awareness Training

Prepare for Awareness Training

• Select awareness topic

• Identify the topics customers

• Define objective for awareness training

• Define customer benefits

• Develop administrative training plan


Awareness Training

Conduct Awareness Training

• Attendees’ needs

• Awareness topic/product

• Identify objections to product/problem

• Overcome objections

• Recommend course of Action


Quality Management Infrastructure

The three approaches to

quality management implementation:

• The bottom up approach

• Starting in the middle

• The top down approach


Quality Management Infrastructure

Quality Quality

CouncilCouncil

ManagementManagement

CommitteesCommittees

Teams,Teams,

Work GroupsWork Groups

Em

pow

ermen

t

Figure 4-5


Quality Council

• Initiates and commits to quality management

• Incorporates quality management into strategic planning

• Allocates resources: budget, people, time

• Establishes lower level committees

• Defines and deploys policies

• Process approval authority

• Acts on unresolved items

• Provides review and oversight of progress

Quality Quality

CouncilCouncil


Management Committees

• Gains an understanding of the organization’s

mission, goals, and priorities

• Commission the development of a process

inventory, and process maps

• Establish work groups

• Monitor progress

• Review and approve processes

• Quality planning

ManagementManagement

CommitteesCommittees


Teams, Work Groups

• Subject matter experts

• Study, define, and improve processes

• Pilot newly defined processes

• Provide process training

• Assist in deployment

• Serve as process consultants

Quality Quality

Teams, GroupsTeams, Groups


Guidelines for Teams

• The committee selects the teams

• Each team has a chairperson

• Keep is small (3-5 people)

• Develop a work plan

• Meet regularly to review the work

• Different teams members participate

• Team must reach consensus


Team Development Phases

• Forming

• Storming

• Norming

• Conforming


Group Compatibility

• Inclusion

• Control

• Affection


Written Reports

• Establish report objectives

• Gather factual data and recommendations

• Develop a report outline

• Draft the report

• Review the draft for reasonableness

• Have the report reviewed for readability

• Review the report with involved parties

• Review the report with management

• Distribute the report and follow up


The Six Attributes of an Effective Quality Environment

1. Integrity and Ethical Values

2. Commitment to Competence

3. Management’s Philosophy and Operating Style

4. Organizational Structure

5. Assignment of Authority and Responsibility

6. Human Resource Policies and Practices

Implement Mission, Vision, Goals,

Values, and Quality Policy

CSQA - 21 © Copyright 2007 / All rights reserved

What is a Brief Description of Management Support?

Management’s “tone” is representative of the environment that management has established that influence the way testers work.


Setting the Proper “Tone” at the Top

• Integrity and ethical values

– Incentives

– Providing resources so testers can do an effective job

• Commitment to competency

• Philosophy and operating style

• Organizational structure


Integrity and Ethical Values

Key Questions:

• Do you do what you say you will?

• Do you treat everyone equally?

• Are you honest with your suppliers, colleagues and customers?

• Are a team member?

• Do you work hard every day?


Communications

• Provide Constructive Criticism

• Achieving Effective Listening

�Hearing

�Attending

�Understanding

• Personal Persuasion

• Resolving Customer Complaints

• Written Reports


Listening Skills

Oral communication (which includes listening) is rated as the

number-one skill for the tester.

Some facts about listening include:

• Listening is the first language skill that we develop as

children; however, it is rarely taught as a skill.

• Listening is the most frequently used form of

communication.

• Sales people often lose sales because the believe talking is

more important than listening.


3 Step Listening Process

The listening process involves three separate steps:

• Hearing the speaker

• Attending to the speaker

• Understanding the speaker



Step 1. Hearing the speaker.

Hearing the speaker requires an understanding of the five

channels of communication incorporated into speech:

• Information Channel - The speaker’s subject.

• Verbal Channel - The words used by the speaker.

• Vocal Channel - The tone of voice associated with the

various words.

• Body Channel - The body movements and gestures

associated with the information being conveyed.

• Graphic Channel - The pictures, charts, etc. that the speaker

uses to emphasize or illustrate the material being discussed.



Step 2. Attending to the Speaker (sometimes referred to as being

an active listener).

Some suggestions to help in attending to the speaker are:

• Concentrate on the speaker.

• Maintain eye contact (80%).

• Provide feedback.

• Restate what you heard.



Step 3. Understanding the Speaker

There are five types of listening. The type chosen will have an

impact on the ability to understand what the speaker is saying.

• Type 1: Discriminative Listening

• Type 2: Comprehensive Listening

• Type 3: Therapeutic Listening

• Type 4: Critical Listening

• Type 5: Appreciative or Enjoyment Listening


Implementing a Mission, Vision, Goals, Values and Quality Policy

Management may begin by:

• Using Industry examples

• Understanding of the current culture

• Establishing an action plan to develop these statements


Mission

• Explains “WHY” a company, organization or activity

exists and what is done to accomplish it.

• The mission should focus on products and services and

be customer-oriented.

• “Our mission is to improve continually our products and

services to meet our customers’ needs”


Vision

• Establishes where the organization desires to move

from its current state.

• Senior management should establish the vision,

ensuring how it contributes to the business is clear.

• “Our vision is to be a company with a strong customer

base, known for reliability, trust and integrity”


Goals

• Explains how the vision is to be achieved and are

consistent with the vision

• “We will build our trust one customer at a time”


Policy

• Executive management’s commitment to quality should

be expressed in writing to all employees in the form of a

quality policy.

• “It is our policy to build a quality product to satisfy our

customer”


What is an Effective

Work Environment

• Listening to customers to determine their requirements

• Identifying costs of quality and focusing on prevention

• Doing the right thing right the first time

• Continuing process improvement

• Taking ownership at all levels of the organization

• Demonstrating executive leadership and commitment


What is Not an

Effective Work Environment

• Assuming you know your customer’s requirements

• Overlooking the hidden costs of poor quality

• Doing it over to make it right

• One-time fixes

• Assigning responsibility for quality to one department

(e.g., QA)

• Assigning responsibility for product quality to workers


The Environment is Essential

Because Quality:

• Is not a technical problem; it is a people

problem

• Is a problem that can only be solved by

management


Manage to Facilitate Success

Managing to Facilitate Success means doing the

following:

1. Defining the IT vision, value & mission

2. Building a quality infrastructure

3. Integrating quality planning into IT planning

4. Encouraging a quality culture by monitoring and

enforcing organizational policies and procedures

Documents

Skill Category 2 - · PDF fileSkill Category 2 Quality Leadership ... Ethical behavior and customer satisfaction, climate for continuous improvement, ... • Select awareness topic