Title: Week 8 Quality Management Learning Objectives
1Week 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 Control - Apply QM principles to Project Management
- Apply QM principles to software development
project management - Demonstrate how the CMM incorporates QM
principles
2Quality
- is everyones 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.
3History 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
4Quality Management
- Organization-wide commitment culture
- Results and measurement focus
- Tools and technical support needed
- Training and learning
- Continuous improvement of each process
- Is it necessary?
- Can it be done better?
57 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
6ISO 9000 Standard5 Elements (500 points)
- Quality Planning
- Performance Information
- Cost of Quality (economics)
- Continuous Improvement
- Customer Satisfaction
7Quality in Project Management I
- ISO 9000, TQM, CQI principles
- Prevention over inspection
- lower cost, higher productivity, more cust.
satisfaction - Management responsibility and team participation
- Plan-do-check-act (re Deming, etc.) - PDCA
- Applied successfully in environments that have
well-defined processes and products - More difficult in areas like software development
8Quality in Project Management II
- Customer 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
9Product Description
Quality Standards
Checklists
Quality Management Plan
Quality Planning
Project Scope
Work Results
Quality Policy
Quality Assurance
Operational Definitions
Quality Control
Quality Improvement Actions
10Quality Planning (QP)
- Identifying relevant quality standards
- Determining how to meet them
- QP inputs
- quality policy adopted, disseminated
- scope and product description
- standards, regulations
11Software Quality Planning
- Functionality
- features required and optional
- Outputs
- Performance
- volume of data, number of users
- response time, growth rate
- Reliability MTBF (mean time between failures)
- Maintainability
12QP Outputs
- Quality management plan
- how team will implement quality policy
- structure, responsibilities, resources, processes
- (same as project plan?)
- Operational definitions
- metrics what it is and how its measured
- Checklists
- industry-specific
13Quality 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
14QP/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)
15Quality Control (QC)
- Monitoring project results
- Measuring compliance with standards
- Determining causes if not in compliance
- Identifying ways to eliminate causes
- Performed throughout project life cycle
16QC Inputs and Outputs
- Outputs
- Quality Improvement
- Acceptance decisions
- Rework
- Process adjustments
- corrective or preventive actions
- Completed checklists
- project records
- Inputs
- Work results
- Quality Management Plan
- Operational Definitions
- Checklists
17QC Tools
- Pareto analysis
- 80 / 20 rule
- histogram frequencies
- Statistical sampling
- acceptable deviation
- 6-sigma
- 7-run rule
- Inspection
- measuring, examining, testing products
- Control Charts
- monitor output variables
- detect instability in process
- graphical display of results
18Statistical Quality Control
- Prevention
- keeping errors out of the process
- Inspection
- keeping defects from the customer
- Sampling attributes and variables
- Tolerances acceptable ranges
- Control limits acceptable levels
19Testing (Software)
- During most phases of product development
- Unit tests
- Integration testing
- System testing
- User acceptance testing
20Improving 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
21PMI 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
22Capability 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
23CMM 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 assurance
- configuration management (prevention)
24CMM Level 3 and Quality
- organization process focus (commitment)
- organization process definition (operational
definitions) - training program
- software product engineering (prevention)
- intergroup organization (teamwork)
- peer reviews (teamwork)
25CMM Level 4 and Quality
- Quantitative process improvement
- Software quality management goals
- planned and measured
CMM Level 5 and Quality
- Defect Prevention (prevention)
- Technology and Process Change Management
(continuous improvement)
26Achieving Software Quality
- Focus on critical requirements early
- Use metrics early and continuously
- Provide 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
27Software Quality Measurement
- Software quality measured by ease of change
- Examples 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 fixed
- Rework healthy early in project, should decrease
28SCO Software Change Order
- 1. 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
29Software Quality Metrics
- Modularity
- breakage localization extent of change re
baseline size - Adaptability
- cost of change (effort needed to resolve and
retest) - Maturity
- number of SCOs over time MTBF during testing
- Each of above 3 should decrease over time
- Maintainability
- productivity of rework / productivity of
development
30Operational Definitions
- Defects measured by change orders SCOs
- Open rework (breakage)
- broken components measured by SCOs
- Closed rework (fixes)
- fixed SCOs
- Rework effort effort expended fixing SCOs
- Usage time baseline testing in normal use
31Quantifying 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
32Peer inspections pros and cons
- Pros
- Team development
- Accountability
- Determine causes of defects
- 20 critical components
- Cons
- Superficial
- Not cost effective
- Other QA activities are more effective
33 Project Quality Management (cont.)
34Quality of IT Projects
- Many people joke about the poor quality of IT
products (cars and computers joke) - People seem to accept systems being down
occasionally or needing to reboot their PCs - There are many examples in the news about
quality-related problems
35What Went Wrong?
- In one of the biggest software errors in banking
history, Chemical Bank mistakenly deducted about
15 million from more than 100,000 customer
accounts one evening. The problem resulted from a
single line of code in an updated computer
program that caused the bank to process every
withdrawal and transfer at its automated teller
machines (ATMs) twice. For example, a person who
withdrew 100 from an ATM had 200 deducted from
his or her account, though the receipt only
indicated a withdrawal of 100. The mistake
affected 150,000 transactions from Tuesday night
through Wednesday afternoon. - In 1996 Apple Computer's PowerBook 5300 model had
problems with lithium-ion battery packs catching
fire, causing Apple to halt shipments and replace
all the packs with nickel-metal-hydride
batteries. Other quality problems also surfaced,
such as cracks in the PowerBook's plastic casing
and a faulty electric power adapter. - Hundreds of newspapers and web sites ran stories
about the "Melissa" virus in March of 1999. The
rapidly spreading computer virus forced several
large corporations to shut down their e-mail
servers as it rode the Internet on a global
rampage, according to several leading network
security companies.
36What Is Project Quality Management?
- The International Organization for
Standardization (ISO) defines quality as the
totality of characteristics of an entity that
bear on its ability to satisfy stated or implied
needs - Other experts define quality based on
- conformance to requirements meeting written
specifications - fitness for use ensuring a product can be used
as it was intended
37Project Quality Management Processes
- Quality planning identifying which quality
standards are relevant to the project and how to
satisfy them - Quality assurance evaluating overall project
performance to ensure the project will satisfy
the relevant quality standards - Quality control monitoring specific project
results to ensure that they comply with the
relevant quality standards while identifying ways
to improve overall quality
38Modern Quality Management
- Modern quality management
- requires customer satisfaction
- prefers prevention to inspection
- recognizes management responsibility for quality
- Noteworthy quality experts include Deming, Juran,
Crosby, Ishikawa, Taguchi, and Feigenbaum
39Quality Experts
- Deming was famous for his work in rebuilding
Japan and his 14 points - Juran wrote the Quality Control Handbook and 10
steps to quality improvement - Crosby wrote Quality is Free and suggested that
organizations strive for zero defects - Ishikawa developed the concept of quality circles
and using fishbone diagrams - Taguchi developed methods for optimizing the
process of engineering experimentation - Feigenbaum developed the concept of total quality
control
40Sample Fishbone or Ishikawa Diagram
41Malcolm Baldrige Award and ISO 9000
- The Malcolm Baldrige Quality Award was started in
1987 to recognize companies with world-class
quality - ISO 9000 provides minimum requirements for an
organization to meet their quality certification
standards
42Quality Planning
- It is important to design in quality and
communicate important factors that directly
contribute to meeting the customers requirements - Design of experiments helps identify which
variables have the most influence on the overall
outcome of a process - Many scope aspects of IT projects affect quality
like functionality, features, system outputs,
performance, reliability, and maintainability
43Quality Assurance
- Quality assurance includes all the activities
related to satisfying the relevant quality
standards for a project - Another goal of quality assurance is continuous
quality improvement - Benchmarking can be used to generate ideas for
quality improvements - Quality audits help identify lessons learned that
can improve performance on current or future
projects
44Quality Control
- The main outputs of quality control are
- acceptance decisions
- rework
- process adjustments
- Some tools and techniques include
- pareto analysis
- statistical sampling
- quality control charts
- testing
45Pareto Analysis
- Pareto analysis involves identifying the vital
few contributors that account for the most
quality problems in a system - Also called the 80-20 rule, meaning that 80 of
problems are often due to 20 of the causes - Pareto diagrams are histograms that help identify
and prioritize problem areas
46Sample Pareto Diagram
47Statistical Sampling and Standard Deviation
- Statistical sampling involves choosing part of a
population of interest for inspection - The size of a sample depends on how
representative you want the sample to be - Sample size formula
- Sample size .25 X (certainty
Factor/acceptable error)
48Commonly Used Certainty Factors
95 certainty Sample size 0.25 X (1.960/.05)
384 90 certainty Sample size 0.25 X
(1.645/.10) 68 80 certainty Sample size
0.25 X (1.281/.20) 10
49Standard Deviation
- Standard deviation measures how much variation
exists in a distribution of data - A small standard deviation means that data
cluster closely around the middle of a
distribution and there is little variability
among the data - A normal distribution is a bell-shaped curve that
is symmetrical about the mean or average value of
a population
50Normal Distribution and Standard Deviation
51Sigma and Defective Units
52QC Charts, 6 Sigma, and the Seven Run Rule
- A control chart is a graphic display of data that
illustrates the results of a process over time.
It helps prevent defects and allows you to
determine whether a process is in control or out
of control - Operating at a higher sigma value, like 6 sigma,
means the product tolerance or control limits
have less variability - The seven run rule states that if seven data
points in a row are all below the mean, above the
mean, or increasing or decreasing, then the
process needs to be examined for non-random
problems
53Sample Quality Control Chart
54Reducing Defects with Six Sigma
55Testing
- Many IT professionals think of testing as a stage
that comes near the end of IT product development - Testing should be done during almost every phase
of the IT product development life cycle
56Testing Tasks in the SDLC
57Types of Tests
- A unit test is done to test each individual
component (often a program) to ensure it is as
defect free as possible - Integration testing occurs between unit and
system testing to test functionally grouped
components - System testing tests the entire system as one
entity - User acceptance testing is an independent test
performed by the end user prior to accepting the
delivered system
58Building Testing into a Project Plan
59Improving IT Project Quality
- Several suggestions for improving quality for IT
projects include - Leadership that promotes quality
- Understanding the cost of quality
- Focusing on organizational influences and
workplace factors that affect quality - Following maturity models to improve quality
60Leadership
- It is most important that top management be
quality-minded. In the absence of sincere
manifestation of interest at the top, little will
happen below. (Juran, 1945) - A large percentage of quality problems are
associated with management, not technical issues
61The Cost of Quality
- The cost of quality is
- the cost of conformance or delivering products
that meet requirements and fitness for use - the cost of nonconformance or taking
responsibility for failures or not meeting
quality expectations
62Costs of Downtime Caused by S/W Defects
63Five Cost Categories Related to Quality
- Prevention cost the cost of planning and
executing a project so it is error-free or within
an acceptable error range - Appraisal cost the cost of evaluating processes
and their outputs to ensure quality - Internal failure cost cost incurred to correct
an identified defect before the customer receives
the product - External failure cost cost that relates to all
errors not detected and corrected before delivery
to the customer - Measurement and test equipment costs capital
cost of equipment used to perform prevention and
appraisal activities
64Organization Influences Workplace Factors
- Study by DeMarco and Lister showed that
organizational issues had a much greater
influence on programmer productivity than the
technical environment or programming languages - Programmer productivity varied by a factor of one
to ten across organizations, but only by 21
within the same organization - Study found no correlation between productivity
and programming language, years of experience, or
salary - A dedicated workspace and a quiet work
environment were key factors to improving
programmer productivity
65Maturity Models
- Maturity models are frameworks for helping
organizations improve their processes and systems - Software Quality Function Deployment Model
focuses on defining user requirements and
planning software projects - The Software Engineering Institutes Capability
Maturity Model provides a generic path to process
improvement for software development - Several groups are working on project management
maturity models
66Project Management Maturity (PMM) Model
- 1. Ad-Hoc The project management process is
described as disorganized, and occasionally even
chaotic. The organization has not defined systems
and processes, and project success depends on
individual effort. There are chronic cost and
schedule problems. - 2. Abbreviated There are some project management
processes and systems in place to track cost,
schedule, and scope. Project success is largely
unpredictable and cost and schedule problems are
common. - 3. Organized There are standardized, documented
project management processes and systems that are
integrated into the rest of the organization.
Project success is more predictable, and cost and
schedule performance is improved.
67Project Management Maturity Model (Cont.)
- 4. Managed Management collects and uses detailed
measures of the effectiveness of project
management. Project success is more uniform, and
cost and schedule performance conforms to plan. - 5. Adaptive Feedback from the project management
process and from piloting innovative ideas and
technologies enables continuous improvement.
Project success is the norm, and cost and
schedule performance is continuously improving.