1 / 73

Organizations Through the Eyes of a Project Manager

Organizations Through the Eyes of a Project Manager. Chapter 9. Quality. Introduction. Quality is never an accident; it is always the result of intelligent effort. John Ruskin English critic, essayist, & reformer (1819 - 1900). Introduction. Quality

dulcea
Download Presentation

Organizations Through the Eyes of a Project Manager

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Organizations Through the Eyes of a Project Manager Chapter 9. Quality Copyright 2004 N.B. Long

  2. Introduction • Quality is never an accident; it is always the result of intelligent effort. • John RuskinEnglish critic, essayist, & reformer (1819 - 1900) Copyright 2004 N.B. Long

  3. Introduction • Quality • Ensures that a product meets certain specifications • Involves uniformity and repeatability • Results in customer satisfaction • A process that • Retains existing customers • Wins back lost customers • Creates new customers Copyright 2004 N.B. Long

  4. Quality “Gurus” • Shewhart and Juran Copyright 2004 N.B. Long

  5. Quality “Gurus” • 1920, Western Electric • Shewhart pioneered statistical controls to minimize defects • Deming based much of his work on Shewhart • Deming-Shewhart cycle • Plan – Do – Check - Act Copyright 2004 N.B. Long

  6. Quality “Gurus” Plan Do Movement towards continuous quality improvement Check Act Copyright 2004 N.B. Long

  7. Normal variation: requires fundamental change to system Special cause: find and eliminate Special cause as a pattern Copyright 2004 N.B. Long http://www.maaw.info/ArticleSummaries/ArtSumFrancisGerwels89.htm

  8. Copyright 2004 N.B. Long http://www.maaw.info/ArticleSummaries/ArtSumFrancisGerwels89.htm

  9. Quality “Gurus” • Final inspection is too costly and too late • Plan-Do-Check-Act shifts focus • Don’t detect defects in finished products • Instead, examine the process continuously, looking for ways to prevent problems Copyright 2004 N.B. Long

  10. Quality “Gurus” • Juran • Followed Deming to Japan in 1954 • Statistics-based quality • Developed “Quality Trilogy: • Quality Planning • Quality Improvement • Quality Control Copyright 2004 N.B. Long

  11. Quality “Gurus” • Planning • Identify the customers • Determine their needs • Develop a product that fulfills those needs • Optimize the product • Meets customer’s needs and the organization’s needs Copyright 2004 N.B. Long

  12. Quality “Gurus” • Improvement • Develop a process to produce the product • Optimize it • Control • Prove that the process can produce the product under operating conditions with minimal inspection • Transfer the process to Operations • Optimize it Copyright 2004 N.B. Long

  13. Quality “Gurus” • Juran: • Quality requires • Planning • Teamwork • Problem solving • Corporations must integrate quality into the overall corporate plan • Quality means “fitness for a purpose” Copyright 2004 N.B. Long

  14. Quality “Gurus” • Feigenbaum • Total Quality Control • Everyone was responsible for quality • Quality meant “best for the customer’s use and selling price” Copyright 2004 N.B. Long

  15. Quality “Gurus” • Crosby • Four absolutes: • Conformance to requirements • Prevention is the system by which quality is achieved • The standard is zero defects • The measurement of quality is the price of nonconformance (i.e., poor quality costs money) Copyright 2004 N.B. Long

  16. Quality “Gurus” • Ishikawa • Inadequate quality has four main causes • Materials • Processes • Equipment • Measurement • Cause-and-effect or “fishbone” diagram Copyright 2004 N.B. Long

  17. Quality “Gurus” Copyright 2004 N.B. Long

  18. Quality and the PM • Payoff for continuous quality improvement? • Higher productivity • Lower costs • Higher quality • Employees at all levels must be involved • Perfection not necessary – only continual movement towards the ideal Copyright 2004 N.B. Long

  19. Quality Policy • Quest for quality begins with a policy • Sets forth principles of operational practice • Organization’s processes and procedures should be uniform and consistent with each other • Management commitment is crucial • Workers are good at detecting BS • Sacrificing quality to achieve a sales goal or a bonus tells how management really feels – workers will follow that lead Copyright 2004 N.B. Long

  20. Quality Policy • Customers may review quality policy before ordering • An established policy may be a key factor in a decision to buy • No policy may indicate a poor attitude towards quality • What is a customer to think? • What would you think? • Reality must match intention • Otherwise … Copyright 2004 N.B. Long

  21. Copyright 2004 N.B. Long

  22. Quality Planning, Assurance, Control • Motivation may be internal • The costs of poor quality are too high • Or external • Customers may demand a quality standard like ISO 9000 • Regardless, documented quality is essential • What elements of an organization need quality management? Copyright 2004 N.B. Long

  23. Quality Planning, Assurance, Control • Examples of quality topics for IT • Policies for use of computers • Networking • Internet access • Security (firewalls, viruses, etc.) • Access to e-mail • Data backup • Business records and storage • Program maintenance and upgrade Copyright 2004 N.B. Long

  24. Quality Planning, Assurance, Control • Quality management processes • Planning • What standards will be put in place • Assurance • Determines how implementation will be accomplished • Control • Monitoring activity that measures and evaluates data Copyright 2004 N.B. Long

  25. Quality Planning, Assurance, Control • Planning • Identify quality standards relevant to the project • External • Derived from • Professional • International • Local, state, federal • CUSTOMER • Internal • Departmental or organizational methodology Copyright 2004 N.B. Long

  26. Quality Planning, Assurance, Control • Examples of internal standards (IT) • Educational criteria required for a job • Checklists for design review of software development • Software installation procedures • Use of development tools • Testing methodology • Documentation • User interface Copyright 2004 N.B. Long

  27. Quality Planning, Assurance, Control • Quality plans clarify expectations • Stakeholders can refer to a known quantity • Employees understand what is expected of them at each stage of a project • Everyone understands design requirements • Like a freeze at some point • Or the procedures to effect a change Copyright 2004 N.B. Long

  28. Quality Planning, Assurance, Control • Quality and changes • Changes happen but must be controlled • Only for good reason(s) • Approval cycle required • Supporting documentation must be supplied • Why? Change may affect multiple departments • They must be informed • Have a chance to comment • Formal process needed to control this Copyright 2004 N.B. Long

  29. Quality Planning, Assurance, Control • Quality and documentation • Organization should have a plan for managing documentation • Requirements • Drawings • Manuals • Test plans • Plan establishes paper trail • Everyone knows where to find & how to use documentation • Historical record Copyright 2004 N.B. Long

  30. Quality Planning, Assurance, Control • Help for establishing quality plans • IEEE – Institute of Electrical and Electronic Engineers • SEI – Software Engineering Institute • ESI – European Software Institute • ISO – International Standards Organization • Others • Malcolm Baldrige Award • Six Sigma Copyright 2004 N.B. Long

  31. Quality Planning, Assurance, Control • IEEE Software Quality Plans • Set of software life-cycle standards • Describes • How management will conduct, track, and report on a project • How technical staff will perform work • Can use the ones that fit your project Copyright 2004 N.B. Long

  32. Quality Planning, Assurance, Control • IEEE Software Quality Plans (cont.) • SQAP – Software Quality Assurance Plan • Contract between project team and QA department • Identifies specific tasks QA will perform to support the project • Review plans • Identify standards, practices, and conventions • Describe the configuration management activities (maintains documents under change control) • Audits Copyright 2004 N.B. Long

  33. Quality Planning, Assurance, Control • IEEE Software Quality Plans (cont.) • SRS – Software Requirements Specification • Formalizes customer requirements as systematic and comprehensive • That is, it defines the system to meet the customer’s goals • Gives the customer something tangible to formally approve • Ensures developers have correctly interpreted the customer’s needs Copyright 2004 N.B. Long

  34. Quality Planning, Assurance, Control • IEEE Software Quality Plans (cont.) • SDD – Software Design Specification • Describes internal design features of each system component • Provides naming and coding standards • Describes interdependencies • Describes interfaces • System • User • Basis for coding and testing Copyright 2004 N.B. Long

  35. Quality Planning, Assurance, Control • IEEE Software Quality Plans (cont.) • SVVP – Software Verification and Validation Plan • Verification • Process of • Reviewing • Inspecting • Testing • To ensure compliance with specification • Validation • Ensures compliance with user requirements Copyright 2004 N.B. Long

  36. Quality Planning, Assurance, Control • SEI (Software Engineering Institute) • History • 1970’s & 80’s project chronically behind, over budget & did not meet user needs • Average: year late & 100% over budget! • One 4-year project took 7 years and nothing was ever delivered on time • DOD-funded • Carnegie-Mellon University, Pittsburgh • Capability Maturity Model® Copyright 2004 N.B. Long

  37. Quality Planning, Assurance, Control • SEI (cont.) • CMM assists managers in judging the maturity of an organization’s software development processes • Accomplished by categorizing the organization’s processes • Places organization’s processes in 1 of 5 “maturity levels” Copyright 2004 N.B. Long

  38. Quality Planning, Assurance, Control • SEI (cont.) • 1 – Initial • Ad hoc, chaotic processes • Little is defined • Success depends on individuals and heroic efforts • 2 – Repeatable • Basic PM processes in place • Tracks cost, schedule, and functionality • Can repeat earlier successes if new project is similar Copyright 2004 N.B. Long

  39. Quality Planning, Assurance, Control • SEI (cont.) • 3 – Defined • Process is documented, standardized, and integrated into the organization • All projects use the approved process for developing and maintaining software • 4 – Managed • Detailed measures of software process and product quality are collected • Processes are quantitatively understood and controlled Copyright 2004 N.B. Long

  40. Quality Planning, Assurance, Control • SEI (cont.) • 5 – Optimizing • Processes are continually improved • Quantitative feedback • Innovative ideas and technologies are tested and used • With CMM, managers can predict software development times, control costs, and deliver products of superior quality Copyright 2004 N.B. Long

  41. Quality Planning, Assurance, Control • SEI (cont.) • CMM • Describes processes in terms of key practices • Practices describe the infrastructure and activities that contribute the most • Promotes evolution not revolution • Employees must be trained in CMM Copyright 2004 N.B. Long

  42. Quality Planning, Assurance, Control • SEI (cont.) • Most small organizations were at level 1 • Poor technical/managerial plans or schedules • Unwilling/unable to manage budget • Requirements are poorly defined (fuzzy) • www.sei.cmu.edu Copyright 2004 N.B. Long

  43. Copyright 2004 N.B. Long

  44. Copyright 2004 N.B. Long

  45. Copyright 2004 N.B. Long

  46. Copyright 2004 N.B. Long

  47. Quality Planning, Assurance, Control • ISO (International Standards Org.) • Worldwide federation (140 countries) • “…promote the development of standardization and related activities in the world with a view to facilitating the international exchange of goods and services… • Direct outgrowth of Deming, Juran, Ishikawa, Feigenbaum Copyright 2004 N.B. Long

  48. Quality Planning, Assurance, Control • ISO (cont.) • Organization must employ processes that describe and control every element of product life cycle • Employees must be familiar with quality processes • Every organizations says it practices quality • How does one prove that it does? Copyright 2004 N.B. Long

  49. Quality Planning, Assurance, Control • ISO (cont.) • Certification achieved by external audit • Major questions are • Are quality processes and standards in place? • Does the organization practice what it preaches or not? • Many processes are unique to a specific organization so process standardization is not the issue Copyright 2004 N.B. Long

  50. Quality Planning, Assurance, Control • ISO (cont.) • Many different ISO standards • Old 9000 series • Deals with managing quality in organizations • 9001: Business processes range from design and development to production, installation, and service • 9002: Production, installation, and service only • All require extensive employee training Copyright 2004 N.B. Long

More Related