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 ControlApply QM principles to Project ManagementApply QM principles to software development project

managementDemonstrate how the CMM incorporates QM

principles

Quality:is everyone’s 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.

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

Quality Management

Organization-wide commitment: cultureResults and measurement focusTools and technical support neededTraining and learningContinuous improvement of each process

Is it necessary? Can it be done better?

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

ISO 9000 Standard:5 Elements (500 points)Quality PlanningPerformance InformationCost of Quality (economics)Continuous ImprovementCustomer Satisfaction

Quality in Project Management I

ISO 9000, TQM, CQI principlesPrevention over inspection

lower cost, higher productivity, more cust. satisfaction

Management responsibility and team participationPlan-do-check-act (re: Deming, etc.) - PDCAApplied successfully in environments that have

well-defined processes and productsMore difficult in areas like software development

Quality in Project Management IICustomer 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

Quality Planning

Quality Assurance

Quality Control

Project Scope

Quality Standards

Quality Policy

ChecklistsProduct Description

Operational Definitions

Quality Management Plan

Work Results

Quality Improvement Actions

Quality Planning (QP)

Identifying relevant quality standardsDetermining how to meet themQP inputs:

quality policy: adopted, disseminated scope and product description standards, regulations

Software Quality Planning

Functionality features: required and optional

OutputsPerformance

volume of data, number of users response time, growth rate

Reliability: MTBF (mean time between failures)

Maintainability

QP OutputsQuality management plan

how team will implement quality policy structure, responsibilities, resources, processes (same as project plan?)

Operational definitions metrics: what it is and how it’s measured

Checklists industry-specific

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

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)

Quality Control (QC)

Monitoring project resultsMeasuring compliance with standardsDetermining causes if not in complianceIdentifying ways to eliminate causesPerformed throughout project life cycle

QC Inputs and Outputs

Inputs:Work resultsQuality Management

PlanOperational

DefinitionsChecklists

Outputs:Quality ImprovementAcceptance decisionsReworkProcess adjustments

corrective or preventive actions

Completed checklists project records

QC Tools Inspection:

measuring, examining, testing products

Control Charts: monitor output

variables detect instability in

process graphical display of

results

Pareto analysis 80 / 20 rule histogram: frequencies

Statistical sampling acceptable deviation 6-sigma 7-run rule

Statistical Quality Control

Prevention keeping errors out of the process

Inspection keeping defects from the customer

Sampling: attributes and variablesTolerances: acceptable rangesControl limits: acceptable levels

Testing (Software)

During most phases of product developmentUnit testsIntegration testingSystem testingUser acceptance testing

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

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

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

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 assuranceconfiguration management (prevention)

CMM Level 3 and Quality

organization process focus (commitment)organization process definition (operational

definitions)training programsoftware product engineering (prevention)intergroup organization (teamwork)peer reviews (teamwork)

CMM Level 4 and QualityQuantitative process improvementSoftware quality management goals

planned and measured

CMM Level 5 and Quality

Defect Prevention (prevention)Technology and Process Change

Management (continuous improvement)

Achieving Software QualityFocus on critical requirements earlyUse metrics early and continuouslyProvide 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

Software Quality Measurement

Software quality measured by ease of changeExamples 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 fixedRework: healthy early in project, should decrease

SCO: Software Change Order1. 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

Software Quality MetricsModularity:

breakage localization: extent of change re: baseline size

Adaptability cost of change (effort needed to resolve and retest)

Maturity number of SCO’s over time = MTBF during testing

Each of above 3 should decrease over timeMaintainability

productivity of rework / productivity of development

Operational Definitions

Defects: measured by change orders SCOsOpen rework (breakage)

broken components measured by SCOs

Closed rework (fixes) fixed SCOs

Rework effort: effort expended fixing SCOsUsage time: baseline testing in normal use

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

Peer inspections: pros and cons

ProsTeam developmentAccountabilityDetermine causes of

defects20%: critical components

ConsSuperficialNot cost effectiveOther QA activities

are more effective