Overview of Session. Process Standards and Introduction to SEI Models. Software Quality. Software Quality. Quality Management

Transcription

1 Process Standards and Introduction to SEI Models Overview of Session Quality management systems The components of quality management systems quality control, quality assurance and quality management Organisational issues Advantages and disadvantages Process Improvement and SEI Models Process change CMMI introduction (continued in next lecture after own reading/research) Software Quality Software Quality Quality has improved new PMs, new techniques, new technology e.g. OO development, Case tools How do we know/measure this? developed product meets its specification (Crosby 1979) Is a perfect specification the answer to all quality concerns? What about maintainability, security or efficiency? Is a perfect specification the answer to all quality concerns? What about maintainability, security or efficiency? How do you specify these? A software product may conform to its specification however the users may not consider it to be a high quality product Quality Management Quality management systems How can software quality be managed? One view - define standards (which encapsulate good practice) - put in place organisational quality procedures to check that these standards are being followed will automatically lead to high quality products. But software is complex Problems with the above view point? The organisational structure, responsibilities, procedures, processes and resources for implementing quality management ISO A framework of: practices, responsibilities, checks and records A QMS is primarily about organising people and resources. It is not about creating a bureaucratic nightmare (a common myth).. 1

2 Quality management systems QMS and standards The aims of a QMS Controlling the development process Controlling the quality of the product Developing a quality working environment Certified Standard such as ISO 9001 Quality management system Quality manual Standards procedures Not about stifling creativity Can be based on certified standards Project 1 Quality plan 1 Project 2 Quality plan 2 Project 3 Quality plan 3 Project n Quality plan n The components of quality management systems The components of QMS Quality Control Quality control, Quality assurance, Quality management Process to expose and correct problems as quickly as possible Must first understand the development process Must be implemented effectively Project specific Specified in a project s quality plan Undertaken by developers Ensuring functional equivalence Include: inspections, reviews, testing, standards and procedures, change control The components of QMS Quality Assurance The components of QMS Quality Management Process not product Ensures that project quality activities have been: defined correctly applied correctly A double check on project s quality implemented by a separate department Audits Process improvement function Analyses data about how the QMS is currently operating and identifies faults in the process. QMS is a project product a tool Process improvement vital 80% of all faults are the result of 20% of causes Process maintenance As with product maintenance changes to environment, business, error correction etc. 2

3 Organisational issues Staff must be involved in the design of QMS As with a new IT system Major cultural change fears about professional discretion, paperwork Must also have full management support Not just ISO certification but management and resources Many QMS s have been designed and implemented poorly Advantages of QMS Lower long term costs (higher short term?) Less maintenance, less testing and re-work Higher productivity Higher quality Less defects, higher reliability, fit for purpose Project control Eliminates re-inventing the wheel Effective deployment of staff Developer and customer satisfaction Disadvantages of QMS QMS and standards SQA not always staffed with best people SQA function may not have enough power Standards/procedures may be poorly designed (need maintenance) SQMS may be poorly implemented Certified Standard such as ISO 9001 Quality management system Quality manual Standards procedures Project 1 Quality plan 1 Project 2 Quality plan 2 Project 3 Quality plan 3 Project n Quality plan n WHAT IS IT? ISO 9000 is the internationally recognised standard for an organisation s internal Quality Management. The term quality refers to all those features of a product or service which are required by the customer. An organisation s "Quality Management" refers to an organisation s actions to ensure that its products or services satisfy its customers quality requirements and complies with any regulations applicable to those products or services. BENEFITS OF ISO 9000 Most organisations want ISO 9000 certification to qualify for a tender or to achieve preferred supplier status: typically for a Local Authority. However, there are many other benefits that can be added to these. 3

4 What other benefits might an organisation gain by applying the ISO standard? What other benefits might an organisation gain by applying the ISO standard? Improved internal working leading to less errors and re-work. Improved customer satisfaction and loyalty. Improved morale and motivation. Preferential insurance premiums. Competitive advantage. Increased profitability. Enhanced status. Reading / Research BENEFITS OF ISO 9000 In addition, ISO 9000 is designed to be compatible with other management system standards such as ISO (Environmental), OHSAS (Health and Safety) and ISO (Information Security). All or any combination of these complementary standards can be integrated seamlessly. They share many principles, so choosing an integrated management system can provide you with outstanding value for money. Read Sommerville Chapter 27 Quality Management Write a short summary of what the ISO standard is. What does it incorporate what does it exclude? How do you think it could be improved? Research other standards e.g. ISO (Environmental), OHSAS (Health and Safety) and ISO (Information Security) Research quality management standards used in other countries. Part 2 (Continuous) Process Improvement Aim : Improving software processes to produce better software. Close link between the quality of a development process and the quality of the products developed using that process. Not simply methods or tools or using a previously used Software Process model but organisational specifics that will determine quality Software Process Characteristics e.g. Understandability, Visibility, Supportability Acceptability, Reliability, Robustness, Maintainability, Rapidity. Software processes are inherently complex and interact with each other e.g. if your aim is to have rapid development may need to reduce the process visibility 4

5 The Process Improvement Cycle CMM Process Improvement Framework Change Improvement identification, prioritisation etc. Measure Process metrics Time, resources, events Analyse Questionnaires Interviews (model) Process based model The means by which people, procedures, methods, equipment, and tools are integrated to produce a desired end result (SEI) Not people, tool or procedures based Related to the TQM movement Application of quantitative methods and human resources to improve processes The Process Improvement Cycle CMM to CMMI SEI developed the Capability Maturity Model 1987 to 1997 (v1.0 released1991) A means of assessing the software development capabilities of DOD sub-contractors Comprises Maturity levels, goals, key process areas, common features and key practices Other capability maturity models P-CMM, SPICE, Bootstrap model CMMI Integration of earlier models Two types Staged pre-defined set of process areas that offer stability, 5 stages Continuous focuses on improving specific process areas, does not categorise an organisation according to generic levels. CMMI The CMMI model Relies on measurement Optimising (5) Process of continuous improvement Description of stages of organisational development Includes: setting goals, identifying priorities, predicting performance, bench marking. Not definitive Customer satisfaction orientated Initial (1) Managed (2) Defined (3) Quantively Managed (4) 5

6 Components of the CMMi Reading/Research Maturity levels Key process areas Common features Key practices Process capability Goals Implementation Activities Read Somerville Chapter 28 Process Improvement Research CMM and CMMi What are the main levels and what do they indicate. List the measurement data you would expect companies at each level of the staged CMMi to collect List the type of improvement goals you would expect project managers to have at each level of the CMMj Find references to organisations with a CMMi grading 6