Software Quality Aspects of Software Project Management

Transcription

1 Slide 1 Software Quality Aspects of Software Project Management Eric Bean EECS 811: Software Project Management University of Kansas Spring May 2005

2 Software Quality Aspects of Project Management Slide 2 Agenda Introduction Introduction to the Quality Experts Total Quality Management Philip Crosby Quality Without Tears CMM Software Quality Key Process Areas Software Quality Assurance Break and Quiz Peer Reviews Software Quality Management Defect Prevention ISO 9000 Summary

3 Software Quality Aspects of Project Management Slide 3 W. Edwards Deming Considered the father of quality Quality should target needs of customers Focuses on prevention: Process Analysis Control Quality improvement based on statistical methods throughout development lifecycle

4 Software Quality Aspects of Project Management Slide 4 Deming Chain Better Quality Lower Costs Improved Productivity Increased Market Share More Jobs

5 Software Quality Aspects of Project Management Slide 5 Joseph M. Juran Among first to recognize importance of quality planning Juran Trilogy of Quality Management: Quality planning focus on customer needs Quality control maintain status quo Quality improvement improving processes

6 Software Quality Aspects of Project Management Slide 6 Kaoru Ishikawa Focus on training and education at all levels Six attributes of quality work: Quality control Quality control audits Education and training Quality circles activities Statistical methods Nationwide quality control promotions Developed fishbone, cause and effect diagram

7 Software Quality Aspects of Project Management Slide 7 Philip B. Crosby Quality is Free: The Art of Making Quality Certain (1979) Quality Without Tears: The Art of Hassle-Free Management (1984) Let s Talk Quality: 96 Questions You Always Wanted to Ask Phil Crosby (1989) Heavy emphasis on Prevention Role of management Zero defects

8 Software Quality Aspects of Project Management Slide 8 Total Quality Management Approach to management in which the primary focus is quality and customer (both internal and external) satisfaction TQM involves: Customer focus Involve customer in process improvement Understand their needs Continuous improvement strategy Critical to quality People and culture Enable employees to be involved in changes Management support Long term commitment Communication to all levels

9 Software Quality Aspects of Project Management Slide 9 Quality Past A Quality Carol Too much quality costs money Quality Present Lack of quality costs money Management culture oriented toward cost and schedule with quality a distant third Quality Future Company in bankruptcy Establishes quality policy to deliver defect-free products

10 Software Quality Aspects of Project Management Slide 10

11 Software Quality Aspects of Project Management Slide 11 Antibodies for Quality Problems Antibodies not found in detailed procedures and controls these help but are not enough Antibodies must be built into the management style Knowledge of the antibodies has to permeate the company to keep from causing quality problems All non-conformances are caused Anything that is caused can be prevented

12 Software Quality Aspects of Project Management Slide 12 Administering the Vaccine Administering the vaccine continually to the company requires three management actions: Determination Management decides they've had enough Education Give all employees a common language of quality Help employees understand their role Implementation Guide the improvement along the yellow brick road Process never ends

13 Software Quality Aspects of Project Management Slide 13 Determination [1] Companies lack quality because of a lack of determination Companies that seem to have determination but no improvement have these characteristics: They have a program rather than a process Efforts target lower levels of the organization Quality control people are cynical Training materials created by training function Concepts require comprehension from experience Management is impatient for results Leads to short-range actions, centralization, more hassle Real determination sets in when management recognizes that it needs to change

14 Software Quality Aspects of Project Management Slide 14 Determination [2] No try, only do Dedication, determination, drive necessary for something to happen People don't try to do it wrong They just don't feel all the requirements are critical Real problem is management doesn't take requirements seriously Management has to insist on conformance to requirements and assists in prevention Quality procedures alone won't make quality happen Employees must have common language of quality and understand what management wants

15 Software Quality Aspects of Project Management Slide 15 Comprehension of Quality Concepts Real comprehension of quality concepts necessary for real determination Hard to reach someone enthusiastically agreeing with you No one against quality but few have it Four concepts of quality improvement process led to Absolutes of Quality Management Absolutes answer four questions What is quality? What system is needed to cause quality? What performance standard should be used? What measurement system is required?

16 Software Quality Aspects of Project Management Slide 16 Quality Management Absolute #1 The definition of quality is conformance to requirements not goodness Allows organization to operate on something other than opinion and experience Quality improvement built on doing it right the first time Management has 3 tasks related to this: Clearly establish requirements Supply means to meet requirements Spend time helping employees meet requirements For software invest in quality requirements

17 Software Quality Aspects of Project Management Slide 17 Quality Requirements Software requirements must conform to the requirements for software requirements: Correct Complete Unambiguous Consistent Traceable Modifiable Verifiable Prioritized Successful projects are ready and able to deal with changing requirements (often through some form of iterative development process)

18 Software Quality Aspects of Project Management Slide 18 Software Quality Criteria: James McCall Product operation quality factors Correctness Reliability Efficiency Integrity Usability Product revision quality factors Maintainability Testability Flexibility Product transition quality factors Portability Reusability Interoperability

19 Software Quality Aspects of Project Management Slide 19 ISO 9126 Ambiguity in definitions of quality criteria lead to a standard, ISO 9126 Identifies six software quality criteria Functionality Reliability Usability Efficiency Maintainability Portability Downside is these criteria are only measured after the system is complete

20 Software Quality Aspects of Project Management Slide 20 ISO 9126: Software Quality Criteria Functionality Suitability Accuracy Interoperability Compliance Security Reliability Maturity Fault tolerance Recoverability Usability Understandability Learnability Operability Efficiency Time behavior Resource behavior Maintainability Analyzability Changeability Stability Testability Portability Adaptability Installability Conformance Replaceability

21 Software Quality Aspects of Project Management Slide 21 Quality Management Absolute #2 The system of quality is prevention Appraisal is expensive, unreliable means of getting quality Prevention is key to achieving quality Secret of prevention is to look at process and identify opportunities for error Checking, sorting, evaluation only sift existing work Real-time data helps to control a process

22 Software Quality Aspects of Project Management Slide 22 Quality Management Absolute #3 The performance standard is zero defects Mistakes are caused by two factors: Lack of knowledge Lack of attention Knowledge can be measured and deficiencies corrected Lack of attention is an attitude problem Can only be corrected by person re-evaluating own moral values Why a performance standard? No one has to ask for something twice as large or as fast as they need just to make certain they get what they really want.

23 Software Quality Aspects of Project Management Slide 23 Quality Management Absolute #4 The measurement of quality is the price of nonconformance Cost of quality Price of conformance (POC) Price of nonconformance (PONC) POC is what it takes to do something right Usually represents 3-4% of sales in well-run company PONC are all expenses involved in doing things wrong Typically 20% of sales in manufacturing companies Typically 35% of operating costs in service companies Used to track company improvement Used to identify best corrective action opportunities

24 Software Quality Aspects of Project Management Slide 24 Cost of Software Quality Price of Conformance Prevention costs Training, process improvement, design reviews, metrics collection, analysis, etc. Appraisal costs Code inspections, testing, measurement, audits, etc. Price of Non-Conformance Internal costs Programming rework, reinspection, retesting External costs Field service, maintenance, liability damages, litigation

25 Software Quality Aspects of Project Management Slide 25 Cost of Nonconformance Estimated cost of nonconforming software at one company: $250,000 or 10 Cadillacs

26 Software Quality Aspects of Project Management Slide 26 Costs per Line of Code From Slaughter, S., et. al. Evaluating the Cost of Software Quality, Communications of the ACM 41:8, p. 71

27 Software Quality Aspects of Project Management Slide 27 Diversion

28 Software Quality Aspects of Project Management Slide 28 CMM Quality Key Process Areas Level 1 Initial???? Level 2 Repeatable Software Quality Assurance Level 3 Defined Peer Reviews Level 4 Managed Software Quality Management Level 5 Optimizing Defect Prevention

29 Software Quality Aspects of Project Management Slide 29 Software Quality Assurance [1] Purpose of SQA: to provide management with appropriate visibility into process being used by software project and of products being built SQA KPA goals are: 1. Software quality assurance activities are planned 2. Adherence of software products and activities to the applicable standards, procedures, and requirements is verified objectively 3. Affected groups and individuals are informed of software quality assurance activities and results 4. Noncompliance issues that cannot be resolved within the software project are addressed by senior management

30 Software Quality Aspects of Project Management Slide 30 Software Quality Assurance [2] Project follows a written organizational policy for implementing SQA SQA group has a reporting channel to senior management that is independent of: Project manager Project s software engineering group Other software related groups Adequate resources and funding are provided for performing SQA activities

31 Software Quality Aspects of Project Management Slide 31 Goal 1. Software Quality Planning [1] Software quality assurance activities are planned Software engineering suffered from notion that quality was injected at end of assembly or development process through system testing System testing frequently detected more defects than expected Project managers started planning for reviews and unit testing Quality can be treated like effort and schedule with use of measurements and historical data Quantitative quality goals and objectives can be set

32 Software Quality Aspects of Project Management Slide 32 Goal 1. Software Quality Planning [2] To achieve goals, quality management task is to: Plan suitable quality control activities Properly execute and control them SQA plan is prepared for software project according to a documented procedure SQA plan is developed in the early stages of, and in parallel with, the overall project planning SQA plan is reviewed by affected groups and individuals Plan is managed and controlled

33 Software Quality Aspects of Project Management Slide 33 Goal 1. Software Quality Planning: Step Wise The following steps in Step Wise relate to quality: Step 1: Identify project scope and objectives Identify quality objectives Step 2: Identify project infrastructure Namely standards and procedures related to quality Step 3: Analyze project characteristics Identify special quality characteristics Step 4: Identify the products and activities of the project Entry, process, exit requirements for each activity Step 8: Review and publicize plan Review quality aspects

34 Software Quality Aspects of Project Management Slide 34 Goal 1. Software Quality Planning: SQA Plan IEEE Purpose scope of plan List of references to other documents Management Documents to be produced Standards, practices, conventions Reviews and audits Testing Problem reporting and corrective action Tools, techniques, and methodologies Code, media, and supplier control Records collection, maintenance, and retention Training Risk management methods to be used

35 Software Quality Aspects of Project Management Slide 35 Goal 1. Software Quality Planning: Test Plans [1] Test plan acts as service level agreement between test department and other departments Test plan communicates: Methodology used to test the product Resources Hardware Software Personnel Test schedule Process used to manage testing project

36 Software Quality Aspects of Project Management Slide 36 Goal 1. Software Quality Planning: Test Plans [2] A test plan may include: Introduction Scope Test Plan Strategy Outlines objectives Description of each test and how it will be done Test environment Describes hardware and software configuration requirements Schedule for executing test plan

37 Software Quality Aspects of Project Management Slide 37 Goal 1. Software Quality Planning: Test Plans [3] Control procedures How are results and problems recorded and communicated Control activities Walk-throughs or reviews Function to be tested Functions not to be tested Risks and assumptions Deliverables Test Tools Approvals Exit Criteria

38 Software Quality Aspects of Project Management Slide 38 Goal 2. Adherence to Standards & Requirements [1] Adherence of software products and activities to the applicable standards, procedures, and requirements is verified objectively Use of coding standards What impact do they have on software quality? How is their use enforced? SQA group participates in the preparation and review of the project's software development plan, standards, and procedures

39 Software Quality Aspects of Project Management Slide 39 Goal 2. Adherence to Standards & Requirements [2] SQA group reviews the software engineering activities and work products to verify compliance Use of documentation standards e.g. IEEE standards Company standards and templates Adherence to a Quality Management System (ISO 9000)

40 Software Quality Aspects of Project Management Slide 40 Goal 3. SQA Visibility [1] Affected groups and individuals are informed of software quality assurance activities and results Quality improvement progress reports continually supplied to all employees SQA group periodically reports the results of its activities to the software engineering group Deviations identified in software activities and software work products are documented and handled according to a documented procedure

41 Software Quality Aspects of Project Management Slide 41 Goal 3. SQA Visibility [2] SQA group conducts periodic reviews of its activities and findings with the customer's SQA personnel, as appropriate Ensure that all employees have common language of quality and understand their role in causing quality to be routine Policies are clear and unambiguous Communication goes both ways in a timely manner Each management status meeting begins with a factual and financial review of quality activities and results

42 Software Quality Aspects of Project Management Slide 42 Goal 4. Noncompliance Issues [1] Noncompliance issues that cannot be resolved within the software project are addressed by senior management Crosby would say there should be no noncompliance issues Management commitment will be tested until it can be assumed Quality management function dedicated to measuring conformance to requirements and accurately reporting differences

43 Software Quality Aspects of Project Management Slide 43 Goal 4. Noncompliance Issues [2] Deviations from plan, designated standards and procedures are documented and resolved with the appropriate software task leaders, software managers, or project manager, where possible Deviations not resolvable with the project leaders and managers are documented and presented to the designated senior manager Noncompliance items presented to the senior manager are periodically reviewed until resolved Documentation of noncompliance items is managed and controlled

44 Software Quality Aspects of Project Management Slide 44 Peer Reviews [1] One of CMM Level 3 Defined Key Process Areas KPA goals include: 1. Peer review activities are planned 2. Defects in software work products are identified and removed Adequate funding and resources should be provided for peer reviews Data on the conduct and results of the peer reviews are recorded SQA group reviews and/or audits the activities and work products for peer reviews and reports the results

45 Software Quality Aspects of Project Management Slide 45 Peer Reviews [2] Egoless programming (Gerald Weinberg) Effective at removing errors early IBM reported 83% and AT&T 92% defect detection through inspections Motivates developers to develop better structured and self-explanatory code Best talent in organization can be utilized regardless of assignment to the project Preserves team spirit and motivation Team members develop skills through discussions Experienced people can mentor newbies

46 Software Quality Aspects of Project Management Slide 46 Peer Reviews [3] Help prevent defects by creating more awareness about them Results should never be used for performance appraisals Focus on work product not producer Group reviews highly effective but expensive Remember quality is free Formal design & code inspections average ~65% efficiency in finding defects One-person reviews or desktop reviews may be appropriate for less critical software

47 Software Quality Aspects of Project Management Slide 47 Peer Reviews [4] Capers Jones: Omission of reviews or inspections causes the following problems: The large number of defects still present when testing slows project to a standstill The bad fix injection rate is extremely high up to 20% With inspections about 2%; industry average 7% Overall defect removal efficiency associated with only testing leads to total defect removal rate of <= 80% Removal rate with inspections achieves up to 95%

48 Software Quality Aspects of Project Management Slide 48 Fagan Inspections [1] Inspections done on all major deliverables All types of defects recorded Carried out by colleagues except very top levels Carried out using predefined set of steps Inspection meetings not to last more than 2 hours Led by trained moderator (not the author) One person acts as recorder Another person acts as reader Other participants are reviewers

49 Software Quality Aspects of Project Management Slide 49 Fagan Inspections [2] Checklists are used to aid defect-finding process Material inspected at optimal rate of 100 lines per hour Statistics are maintained so process effectiveness can be determined and improvements made

50 Software Quality Aspects of Project Management Slide 50 Peer Review Process Work product for review Planning Schedule, select review team, invitation Preparation & overview Self-preparation logs Reviewed work product, summary report Rework & follow-up Defects log, recommendation Group review meeting

51 Software Quality Aspects of Project Management Slide 51 Software Quality Management [1] CMM Level 4 Key Process Area KPA goals include: 1. The project s software quality management activities are planned 2. Measurable goals for software product quality and their priorities are defined 3. Actual progress toward achieving the quality goals for the software products is quantified and managed

52 Software Quality Aspects of Project Management Slide 52 Software Quality Management [2] Purpose of Software Quality Management: To gain quantitative understanding of quality of software artifacts To achieve specific quality goals As with other KPAs: Adequate funding and resources should be provided Plan should be developed and followed SQA group reviews and/or audits the activities and work products for software quality management and reports the results

53 Software Quality Aspects of Project Management Slide 53 Software Quality Management [3] Project's quantitative quality goals for software products are: Defined Monitored Revised throughout the software life cycle Quality of the project's software products is Measured Analyzed Compared to the products' quantitative quality goals on an event-driven basis

54 Software Quality Aspects of Project Management Slide 54 Quality Concepts Software quality often measured as the delivered defect density: Number of defects per unit size in delivered software Defect: something that causes software to behave contrary to requirements or needs of customer Or, nonconformance to requirements Software development highly people-oriented highly error-prone Active defect removal necessary for high quality Cost of removal increases as latency of defects increases

55 Software Quality Aspects of Project Management Slide 55 Defect Injection and Removal Defect Injection Development Process Requirements Analysis R Design R Coding R Unit Testing Integration Testing/ System Testing Acceptance Testing Defect Removal R = Review

56 Software Quality Aspects of Project Management Slide 56 Procedural Approach to Quality Management [1] Defects are detected through reviews and testing Procedures and guidelines established for review and testing activities Performance of certain processes at set points to find defects Review and testing activities: are planned carried out according to defined procedures

57 Software Quality Aspects of Project Management Slide 57 Disadvantages: Procedural Approach to Quality Management [2] Does not allow claims about number of defects removed or quality of software following procedure No basis for determining effectiveness of procedure Highly dependent on quality of procedure and how well it s performed Lacks quantitative means for assessing quality of software product

58 Software Quality Aspects of Project Management Slide 58 Quantitative Approach to Quality Management Key aspects: Setting quantitative quality goals Managing development process quantitatively to ensure goals are met with high confidence Intended to provide early warning signs Involves prediction of some parameters at various stages Data from defect detection processes used to ensure that processes were optimally performed

59 Software Quality Aspects of Project Management Slide 59 Quantitative Approach: Software Reliability Models Use failure data during final testing stages to estimate reliability of software product Pros Indicates whether reliability is acceptable or if more testing is needed Cons Don t provide intermediate goals for early phases

60 Software Quality Aspects of Project Management Slide 60 Quantitative Approach: Defect Removal Efficiency Defect removal efficiency: percentage of existing total defects detected by a QC activity If overall injection rate is known, DRE defines quality (delivered defect density) Pros Useful metric for identifying areas of improvement in a development process Cons Can be computed only at end of project No direct way to control quality during development

61 Software Quality Aspects of Project Management Slide 61 Quantitative Approach: Defect Prediction [1] Quality goals set in terms of delivered defect density Estimate number of defects detected by various activities to set intermediate goals Compare to actual defect levels Throughout project determine if action needed to achieve desired final delivered defect density Defect rate follows same pattern as effort rate Follows a Rayleigh curve Reaches peak usually around unit testing time

62 Software Quality Aspects of Project Management Slide 62 Rayleigh Distribution Curve

63 Software Quality Aspects of Project Management Slide 63 Rayleigh Curve Formulas Defect Arrival Rate (PDF): the number of defects to arrive at time t f(t) = K*(2t/c 2 )*e -(t/c)2 Cumulative Defects (CDF): total number of defects to arrive by time t F(t) = K*(1 - e -(t/c)2 ) Where c is a function of the time t max that the curve reaches its peak c = t max * sqrt(2) K = total number of injected defects

64 Software Quality Aspects of Project Management Slide 64 Quantitative Approach: Defect Prediction [2] Curve can be specified in terms of percentages Estimate of total number of defects made from estimate of injection rate and project size Pros Makes quality management resemble effort and schedule management Cons Effectiveness depends on the quality of the defect predictions for each stage of development If actual number of defects is less than predicted, other indicators must be evaluated to determine cause

65 Software Quality Aspects of Project Management Slide 65 Quantitative Approach: Statistical Process Control Performance expectations of QC processes set in terms of control limits If actual performance not within limits: Analyze the situation Take appropriate action Control limits are like predictions of defect levels based on past performance Control limits also used for monitoring finer level activities (e.g. module review or unit testing)

66 Software Quality Aspects of Project Management Slide 66 Diversion

67 Software Quality Aspects of Project Management Slide 67 Defect Tracking [1] Measures of quality are powerful indicators of top-ranked software producers and are almost universal on successful projects. Projects that are likely to fail, or have failed, almost never measure quality. (Capers Jones) On successful projects, response to problem reports is strong and immediate Corrective actions planned Task forces assigned Corrections done ASAP

68 Software Quality Aspects of Project Management Slide 68 Example Defect Data Problem Report and Change Request Metric (Cumulative) Aug-99 Dec-99 Apr-00 Aug-00 Dec-00 Apr-01 Aug-01 Dec-01 Apr-02 Aug-02 Dec-02 Apr-03 Aug-03 Dec-03 Apr-04 Aug-04 Dec-04 Apr-05 Aug-05 Dec-05 PR- CR Opened PR- CR Closed Balance Open

69 Software Quality Aspects of Project Management Slide 69 Defect Tracking [2] Tracking defects is essential to achieving quality Formal defect tracking considered a project management best practice Defect tracking necessary because: Defects detected by many different people Defects detected at different stages of development Defects corrected by someone other than person who found the defect Need to remove most or all defects before final delivery of software Defect reporting and closure cannot be informal

70 Software Quality Aspects of Project Management Slide 70 Defect Tracking [3] Defect tracking involves recording: Manifestation of defect Defect location Who discovered the defect Who resolved the defect In what development phase was the defect found Analysis needed to determine: Number of defects found so far Percentage of defects still open At what development stage the defect was injected Also track number of defects per module

71 Software Quality Aspects of Project Management Slide 71 Example Defect Data [2]

72 Software Quality Aspects of Project Management Slide 72 Other Example Quality Data Code Profile Mar-02 M ay-02 Jul-02 Sep-02 N ov-02 Jan-03 Mar-03 M ay-03 Jul-03 Sep-03 N ov-03 Jan-04 Mar-04 M ay-04 Jul-04 Sep-04 N ov A v g C y c lo m a t ic C o m p le x it y Average Method Size Average Comments per 100 SLOC Average Cyclomatic Complexity

73 Software Quality Aspects of Project Management Slide 73 Defect Prevention [1] CMM Level 5 Key Process Area Purpose: to identify cause of defects and prevent them from recurring KPA goals: 1. Defect prevention activities are planned 2. Common causes of defects are sought out and identified 3. Common causes of defects are prioritized and systematically eliminated The error that does not exist cannot be missed Anything that is caused can be prevented

74 Software Quality Aspects of Project Management Slide 74 Defect Prevention [2] Defect prevention activities include: Joint application design to reduce downstream changes Formal design methods Structured coding methods Formal test plans Formal test case construction Reviews (authors learn to avoid kind of errors reviews detect)

75 Software Quality Aspects of Project Management Slide 75 Defect Prevention [3] Software process improvement aids prevention Defect prevention improves productivity Cleanroom software engineering Correctness built in by use of formal specification, design, and verification Typically enters system testing with near zero defects and occasionally at zero defects Although it is theoretically impossible to ever know for certain that a software product has zero defects, it is possible to know that it has zero defects with high probability. (Linger)

76 Software Quality Aspects of Project Management Slide 76 Process Maturity, Rework & Quality Results From results of study of projects at Lockheed at various CMM levels. Process Maturity (characteristics) Immature Rework (% of total development effort) >= 0.50 Product Quality (defect density) XX Project Controlled X Defined Organizational Process Management by Fact X 0.0X Continuous Learning and Improvement <= X From Krasner, H. Using the Cost of Quality Approach for Software, Crosstalk: The Journal of Defense Software Engineering, Nov. 1998, p. 9.

77 Software Quality Aspects of Project Management Slide 77 CMM Impact on Quality & Productivity From King, J. & Diaz, M., How CMM Impacts Quality, Productivity, Rework, and the Bottom Line, Crosstalk, March 2002.

78 Software Quality Aspects of Project Management Slide 78 ISO 9000 Series International standard that attempts to ensure a company has a monitoring and control system in place for checking quality Concerned with certifying the development process, not the end product Governs quality in general not just for software IS describes primary features of a QMS ISO 9001 describes how a QMS is applied to creation of products and services ISO 9002 focuses on production and testing ISO 9003 focuses on final product only ISO 9004 applies ISO 9000 to process improvement

79 Software Quality Aspects of Project Management Slide 79 ISO 9000:2000 QMS Requirements Standard built on following principles: Understanding of needs of customer Leadership to direct achievement of quality objectives Involvement of staff at all levels Focus on individual processes used to create intermediate or deliverable products Continuous improvement of processes Decision-making based on factual evidence Building mutually beneficial relationships with suppliers

80 Software Quality Aspects of Project Management Slide 80 Quality Management System [1] Purpose of any QMS: Say It, Do It, Prove It Say It Quality manual, procedures, work instructions Do It Follow procedures and work instructions Prove It Record what you do Perform internal audits Check, check, check and take corrective action Continuous improvement Measurement, analysis, review

81 Software Quality Aspects of Project Management Slide 81 Quality Management System [2] Continual Improvement of the Quality Management System CUSTOMER CUSTOMER Management Responsibility CUSTOMER CUSTOMER Resource Management Measurement, Analysis, Improvement Satisfaction Requirements Product Realization Product

82 Software Quality Aspects of Project Management Slide 82 ISO [1] Title: Guidelines for Application of ISO 9001 to the Development, Supply, and Maintenance of Software Describes controls and methods for developing software that conforms to customer requirements Sets guidelines for software quality assurance Specific issues addressed: Internal audits Purchasing specifications Training Standardized testing and validation procedures

83 Software Quality Aspects of Project Management Slide 83 ISO [2] Requires formal company-defined processes documenting development life-cycle Inspection points defined Formal procedures cover: Development framework In-house QA programs Life-cycle activities Overall development process Supporting activities Activities required to: Qualify Conform Confirm software developed properly

84 Software Quality Aspects of Project Management Slide 84 ISO [3] Some ISO software quality guidelines are that quality planning should include: Quality requirements, expressed in measurable terms, where appropriate The life-cycle model to be used for software development Defined criteria for starting and ending each project phase Identification of types of reviews, tests and other verification and validation activities to be carried out Identification of configuration management procedures to be carried out

85 Software Quality Aspects of Project Management Slide 85 Software Engineering QMS Document Sample document: QMS en.pdf

86 Software Quality Aspects of Project Management Slide 86 ISO 9000 Criticisms Customers may think ISO 9000 certification implies that the final product is certified Certification is expensive and time-consuming putting small businesses at a disadvantage Focus on certification may shift focus from real quality problems Documentation of for documentation s sake

87 Software Quality Aspects of Project Management Slide 87 Summary Quality requires management commitment and determination Definition of quality is conformance to requirements Plan quality assurance activities Set quantitative, measurable, quality goals Control processes for continual improvement to achieve quality goals Track defect and other quality data Peer reviews are highly effective for early defect detection and removal Prevent defects through process improvement and use of formal methods

88 Software Quality Aspects of Project Management Slide 88 Final Diversion

89 Software Quality Aspects of Project Management Slide 89 Sources [1] Cochran, K. The ISO/AS Standards, Honeywell Business, Regional & General Aviation, Olathe, Kansas, February Crosby, Philip B. Quality Without Tears: The Art of Hassle-Free Management, McGraw-Hill, Inc., New York, Jones, C. Software Project Management Practices: Failure Versus Success, Crosstalk: The Journal of Defense Software Engineering, October 2004, pp Jalote, P. Software Project Management in Practice, Addison-Wesley, Hughes, B. and Cotterell, M., Software Project Management, 3rd Edition, McGraw-Hill, Krasner, H. Using the Cost of Quality Approach with Software, Crosstalk: The Journal of Defense Software Engineering, November 1998, pp Laird, L. In Praise of Defects, Stevens Institute of Technology, 2005, [Available: 2 May 2005]. Linger, R. Cleanroom Software Engineering for Zero Defect Software, Proceedings of the 15th International Conference on Software Engineering, May 1997, pp

90 Software Quality Aspects of Project Management Slide 90 Sources [2] Paulk, M., et. al. Key Practices of the Capability Maturity Model, CMU/SEI-93-TR-025, February 1993, [Available: 2 May 2005]. Saiedian, H. and McClanahan, L. A Study of Two Frameworks for Quality Software Process, SAC '95: Proceedings of the 1995 ACM Symposium on Applied Computing, 1995, ACM Press, New York, NY, pp Saiedian, H. Key for Quiz 1, EECS 812: Software Requirements Engineering, University of Kansas, February 12, Slaughter, S., Harter, D., and Krishan, M. Evaluating the Cost of Software Quality, Communications of the ACM Vol 41 No.8, pp Sumner, M. The Impact of Total Quality Management on the Roles and Responsibilities of Information Systems Professionals, SIGCPR '93: Proceedings of the 1993 Conference on Computer Personnel Research, 1993, ACM Press, New York, NY, p.234. Tantara Inc., Applicability of ISO 9001 to Software Development, [Available: 2 May 2005]. Wheeler, S. and Duggins, S. Improving Software Quality, ACM-SE 36: Proceedings of the 36th Annual Southeast Regional Conference, 1998, ACM Press, New York, NY, pp

91 Software Quality Aspects of Project Management Slide 91 Crossword Puzzle Key