1.
Chapter 6
Chapter 6
A. Quality Management System

2.
Quality
• It is Essential characteristic.
• Quality is customer satisfaction
• Quality is Fitness for Use
• Feature that satisfy the user requirements
• Without quality we can’t survive.
• High quality means high accuracy, compliance with applicable standards, and high customer
satisfaction

3.
Quality Management System?(QMS)
• QMS is implement an organization’s chosen quality strategy by focusing on areas that are
critical to successfully achieving quality objectives, providing high-quality products
and services, and satisfying customers. OR
• A quality management system (QMS) is a collection of business processes focused on
consistently meeting customer requirements and enhancing their satisfaction.
• collection of business processes
• consistently meeting customer
• Enhancing customer satisfaction.
• Organizational goals
• policies, processes

4.
Goals and object of (QMS)
• quality objectives are then planned to achieve these quality goals
• QMS Provides guidance , techniques, and mechanisms needed to plan .
• quality assurance, quality engineering, quality improvement, and
verification(check quality on every phase by software tester) and validation.
• “quality objectives are set to specify what specific actions will be taken,
within a given time period , to achieve a measurable quality outcome”

5.
Continue.......
• These organizational-level quality objectives should be propagated down into lower-level
division, team, and individual objectives and into process, project, and
product(remember sequence Process projectproduct) objectives that support
them.
• process(set of activities) provides a framework for project planning, organizing,
monitoring, and controlling a project . A project is a temporary struggle that is undertaken
to create a unique product or service.
Quality achieved in small no of groups of large organization(remember verification)
• Communication with individual will increase the quality in products and will satisfy the
user expectation

6.
Quality Management system documentation
• This QMS system define the organization’s strategy and tactics for achieving
its quality objectives.
• Depend upon the frame work of one and more industry standards or
models.
• Provide the guidance and Help the organization share the good practice
• Help the organization from wasting time by “reinventing the
wheel”(means waste a great deal of time or effort in creating something
that already exists.)

7.
QMS Documentation Hierarchy

8.
Quality Policies At the organizational level
Upper-level management usually establishes quality policies to communicate the
intententions of the QMS and its objectives.
Policies are applied to
• Define the direction and principles
• Making decisions and performing Activities
• Qualities policies are applied to achieve its goal and quality of
products

9.
Standardized Processes
• Processes are set of activities we perform to achieve our task.
• Standardized processes define the mechanics of what is required
to implement the QMS activities at the organizational level.
• A process is a definable, repeatable, measurable sequence of tasks
used to produce a quality product
• describe and communicate about usually best works.

10.
Continue...
• Ensure that important steps in the processes aren’t forgotten
• Organization can repeat its successes and stop repeating actions of that
processes that lead to problems
• Eliminate the need to “reinvent the wheel” with each new
project while providing a foundation for tailoring(fitted) the processes
to the specific needs of that project

11.
Continue...
• Standardized software processes are necessary for training, management
review, and tools support.
• Documents are mapped by using ETVX (Entry criteria, Tasks, Verification
steps, eXit criteria) method.

12.
Methods for mapping processes
• The entry criteria are specific, measurable conditions that must be met before
the process can be started
• The tasks are the individual steps or activities that must be performed to
implement the process and create the resulting product
• Verification steps describe the mechanisms used to ensure that the tasks are
performed
• Exit =measurable conditions that must be met before the process can be
completed.

13.
Process flow diagram
• This diagram help to understand the process by showing the relationship
between the various tasks, verification steps, and deliverables and by showing
who (what role) is responsible for each task or verification step.

14.
• Pointers to the detailed work instructions that describe how to accompli
sh the task or verification steps.
• Additional descriptions of specific responsibilities. For example, “the Test
Manager is responsible for conducting periodic test status reviews
with the review participants including Testers, the Test Lead, the Work Prod
uct Owners, and Configuration Management.
*
Required levels of expertise (or pointers to the descriptions of required
levels of expertise) that must be possessed by those responsible for the task or verification
step. For example, “Testers must be proficient on the XYZ testing tools set and the use of
the ABC simulator.”

15.
• Pointers to standardized templates for creating the outputs
of the task or verification step. For example, document, report, or
meeting agenda templates.
• Other resources, for example, tools or hardware, that should
be used in the task or verification ste

16.
standardized Work Instructions
• Standardized processes define the “what to do” requirements, but the “how
to do it” should be left to the lower-level standardized work instructions.
Project-level Quality Plans
Quality plans define the specifics of how a project intends to implement the
organization’s QMS in order to meet the quality goals and objectives of the
organization and of that project

17.
Project-specific or tailored Processes
• While the standardized processes define what “usually works best,” they
don’t always match the exact needs of a specific project (program or
product). One way of handling this situation is to tailor the standardized
processes. Tailoring a process alters or adapts that process to a specific end
and allows standardized
• processes to be implemented appropriately for the needs of the project.
Tailoring may also elaborate the process description to provide additional
details so that project personnel can perform the resulting defined process.

18.
Project-specific or tailored Work Instructions
• As with process documentation, based on the needs of the project (program
or product), there may be a need to tailor standard, organizational-level work
instructions.

19.
ANY question????

20.
Team Members
• Muhammad Nouman (BSEF16E001)
• Muhammad Waqas Naseer (BSEF16E016)
• Hassan Naeem (BSEF16E032)