1 / 32

Week 8 - Quality Management Learning Objectives

Week 8 - Quality Management Learning 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

milt
Download Presentation

Week 8 - Quality Management Learning Objectives

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. 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 Control • Apply QM principles to Project Management • Apply QM principles to software development project management • Demonstrate how the CMM incorporates QM principles

  2. 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.

  3. 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

  4. Quality 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?

  5. Pre-production leadership information and analysis strategic quality planning Production human resource allocation quality assurance 7 Malcolm Baldrige Award Categories Post-production • quality results • customer satisfaction

  6. ISO 9000 Standard:5 Elements (500 points) • Quality Planning • Performance Information • Cost of Quality (economics) • Continuous Improvement • Customer Satisfaction

  7. Quality 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

  8. Quality 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

  9. Product Description QualityStandards Checklists QualityManagementPlan Project Scope Quality Planning Work Results Quality Policy Quality Assurance OperationalDefinitions Quality Control Quality Improvement Actions

  10. Quality Planning (QP) • Identifying relevant quality standards • Determining how to meet them • QP inputs: • quality policy: adopted, disseminated • scope and product description • standards, regulations

  11. Software 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

  12. QP 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 it’s measured • Checklists • industry-specific

  13. 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

  14. 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)

  15. Quality 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

  16. Inputs: Work results Quality Management Plan Operational Definitions Checklists Outputs: Quality Improvement Acceptance decisions Rework Process adjustments corrective or preventive actions Completed checklists project records QC Inputs and Outputs

  17. 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 QC Tools

  18. Statistical 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

  19. Testing (Software) • During most phases of product development • Unit tests • Integration testing • System testing • User acceptance testing

  20. 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

  21. 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

  22. 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

  23. 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 assurance • configuration management (prevention)

  24. CMM 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)

  25. CMM 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)

  26. Achieving 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

  27. Software 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

  28. SCO: 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

  29. Software Quality Metrics • Modularity: • 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 time • Maintainability • productivity of rework / productivity of development

  30. Operational 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

  31. 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

  32. Pros Team development Accountability Determine causes of defects 20%: critical components Cons Superficial Not cost effective Other QA activities are more effective Peer inspections: pros and cons

More Related