Fandamental quality mgt-Ch-6 and Ch-9

 The software industry in India has made us
proud by demonstrating to the world that
Indians ca be leader in the filed of software
technology.
 India produces 250 thousand software engineer
annually, and this number is growing at the
rate of 20-25%.

 Indian companies had to built credibility in the
outsourcing market and focus on the quality
aspect to differentiate themselves from
ordinary suppliers.
 Because the world looks towards the Indian IT
software and service industry for quality and
price performance

 For automating & Managing the tasks of the
entire organization
 Managing the payments by payroll system.
 For invoicing & billing Procedure.
 To manage the asset both physical & Intangible
i.e. intellectual property, goodwill.
 To increase the efficiency and effectiveness of
organization activities.

The major task in improving software
quality is to minimize the no of faults or defects
or bug or error. Common measurement of
software quality are as follows:-
 Mean time between failures.
 Mean time to repair a defect (MTTR)
 Defect rate by hour, day, week, or month
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 Defect rate per unit of software size, such as
function point or thousand lines of code
 Size of the defect backlog
 Number of clean lines of code or system
components that passed quality assurance on
the first attempt
• Cumulative defects per version
• Timeliness of response to defect or time to fix
defect
• Customer level of satisfaction with software
and quality of work done to fix defect
• Rate of defects per unit of software size
discovered in the first year after delivery

 The Capability maturity model (CMM) was
developed by the Software Engineering
Institute(SEI) of Carnegie Mellon
University, USA.
 The earlier model was s staged representation
through maturity levels, wile the current
model-CMMi (i-integration) is continuous
representation through capability levels.
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 Out of 117 global companies 80 Indian
Software companies have attained SEI-CMM
level-5 .
 For the application of the model, we need to
choose one of four bodies of knowledge or
discipline-system engineering, software
engineering, integrated product and process
development, and lastly, supplier sourcing.

 The model concentrates upon four process area
categories namely, process
management, project management, engineering
and support.
 Each of these process categories contains
various process areas.
 For all the process areas, the model contains
generic goals and generic practice

 The organization must determine its process
performance objective, such as cycle
time, productivity, defects correction rates.
 Key processes have to be prioritized on the basis
of cost involved and level of difficulty in
implementation.
 So proper action plan should be made and
progress of implementing those action plan tracked
continually
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 The organization must establish standard
process suitable to particular site, offices etc.
 These standard process can be broken down
into small process elements for better
understanding. The key attribute of these
elements , such as input, output, interfaces and
verification points, should be identified.
 The organization must establish process asset
library containing corporate
policies, , procedure manual, development
plan, quality strategies, training material.
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 An organization training tactical plan containing
the training topic, schedules training
methods, training material quality requirement
and the required resources should be prepared.
 Organization must develop training capabilities by
deciding approach to training, that is, classroom
teaching, computer-aided training, self –
study, mentorship.
 Cost-benefit analysis also need to be done.
 Training effectiveness can be judged by participant
survey, job performance improvement.
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 Process measure such as effort, cycle
time, defect removal rates etc as well as
product measure such as reliability, are used
in, assessing, the process performance

 The whole idea behind the process area is to
introduce incremental improvement through
innovation in organization's process and
technologies.
 The objective addressed here can be increasing
customer satisfaction, improving the product
quality, decreasing the cycle time, increasing
the productivity, and so on…..

 It starts with defining the scope of the project
by breaking down the project into work
breakdown structure(WBS).
 The WBS developed by creating small and
manageable components of the project known
as work packages.
 This makes it easier to assign resources and
responsibilities for execution of the project..
 Also to track and control progress in
implementation of it.
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 Monitoring would be required for data
management and stake holder involvement.
Forma or informal progress review should be
conducted
 These reviews must be documented properly.
 The corrective action required such as adding
more resources, revising plan, changing the
process etc should be implemented.
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 The supplier should be selected on the basis of
criteria such as the geographical location of the
supplier, supplier’s past performance with
similar requirement, staff and facilities of the
supplier, engineering capabilities of the
supplier, etc.
 The risk should be worked out with legal
agreement in warranty, acceptance criteria,
ongoing maintenance and support of acquired
products.

 A project’s defined process constituted by
business and operational
environment, organizational process needs and
objectives, product and component
requirement, should be established , .
 This is subjected to peer reviews and revised if
required.

 The various source of possible risk in the
creation of a product or execution of a project
must be determined.
 Example of such sources can be unavailability
of technology, unprecedented effort
requirement(estimates not available) uncertain
vendor capability, and so on. The various
parameter of risks such as
likelihood(Probability of
Occurrence), severity(impact of
occurrence), and threshold to act as triggers for
management action upon occurrence should

 The identified risk should be evaluated and
categorized in classes such as
low, medium, high , critical, catastrophic, etc.
 Plans should be developed for mitigating the
risk, such as risk avoidance(lowering the
requirement, but still satisfying the customer’s
needs) and risk control (taking measures to
minimize the risk) and risk monitoring for
some favorable changes in parameters.
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 This process area focuses on forming teams of
employees for the execution of project.
 The knowledge and skill required by team for
performing a task should be identified. The
selection of members of the team should be
based on criteria such as ability to work in a
team environment, a learning aptitude, ability
to represent a functional area, etc.
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 Potential Sources of Product and component
required should be found by proactively
engaging in market research continually, as new
supplier may emerge with better and cheaper
products and components.
 The supplier have to be evaluated on various
criteria such as ability to fulfill critical delivery
and integration dates, on-site support relating to
integration problem etc
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 The quality and process performance objectives
of the project have to be reviewed.
 The attributes of the quality and process
performance objective can be mean time
between failure, number and severity of the
customer complaints.
 Similarly process performance can be cycle
time, defect escape rate, percentage of rework
time etc.
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 The need, expectation and constraints of the
stakeholder in the project (customer, supplier,
employee, top management, promoters, etc)
are collected .
 Certain need should be elicited by using
interviews, surveys, brainstorming sessions,
quality function deployment, etc.
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 The customer requirement should be translated
in product components, whhich in turn should
be expressed in technical terms.
 The operational concepts and scenarios
containing
functionality, performance, maintenance, supp
ort and disposal.

 Here the product –components solution are being
selected.
 For example commercial-off –the self(COTS)
components may be considered in order to take
care off the cost, schedule, performance, and risk
issues..
 The operational concepts and scenarios document
the interaction of the product components with the
users, environment and other product components.
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 These should be documented so as to be used
during product delivery and
installation, operation, maintenance and
disposal.
 Materials to support the use of the
product, such as instruction manual, service
manual, operator’s manual etc should be
developed .

 Having designed and created the product
components, now it is time to integrate these
components to form the finished product.
 The environment required for product
integration (e.g. test equipment, simulators,
fabrication equipment, etc.) during each step of
the product integration process should be
created or bought.
 The product integration procedure and criteria,
such as level of testing for build components,
quality/cost trade-off, lead time from order to
delivery should be established. 31

 The verification methods to be used should be
identified, for example, in software
engineering, the testing methods can be load,
test and performance testing, path coverage
testing.
 A verification environment including testing
equipment, personnel should be created .
 Criteria and procedure based on the factors
such as standards (CMM or ISO), quality-cost-
trade-off, test type, organizational policies etc.
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 Products or product components to be
validated should be selected and the scope of
validation including operational
behavior, maintenance, training, user interface
etc. should be determined.
 Validation environment, methods, criteria and
procedure should be established.
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 It involves the identification and
documentation of the functional and physical
characteristics of a selected item.
 These can be descriptions, requirements, test
plans, procedure and results, programming
code/modules
 There are three types of configuration
management systems.
 Dynamic(developer’s),Masters controlled),
Static
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 Dynamic configuration management system
contain items which are currently being created
or being updated by the developer.
 Master configuration management system
contain items with current baselines including
the changes incorporated in them.
 Static configuration management system
contain the achieves of various baseline
released for use.
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 The process / product should be evaluated
against the process description, procedure and
standard (CMM/ISO).
 The frequency of audits, personnel to be
involved in it, method of evaluation and
items/work products/process to be evaluated
should be decided using appropriate criteria.
 Quality –related trends should be analyzed to
get some clues to solve quality issues.
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 The measures to be used in the measurement
process should be identified either as a base
measure (Such as labor hours, number of pages
of document, no of defects) or derived measure
(Such as defect density, mean time to
failure, no of defects by severity).
 Issues relating to the analysis of data, for
example, the tool to be used (for example the
types of charts, types of measure of central
tendency-mean, median, mode, statistical
sampling criteria, handling situation of missing
data elements) should be sorted
 The data should be analyzed and discussed. 37

 The criteria to analyze a decision should be the
risk associated with the issue requiring
decisions as medium or high, decision related
to issues which may result in undue delays ,
decision affecting the achievement of the
project objectives and the cost of formal
evaluation compared to the impact of the
decision.
 Suitable evaluation methods should be
selected for example simulations, extrapolation
of current trends, cost studies, etc.
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 The first step here is the establishment of the
organization's shared vision that included its
mission, objective, expected behavior and
values which communicated to all the
employee and external partners.
 An integrated work environment supported by
facilities , tools, and equipment to aid the
employees perform the task in an integrated
fashion.

 For example , to ensure proper communication
within the organization, meeting rooms, e-mail
facility, faxes, etc can be provided.
 Suitable leadership skill /approach need to be
imparted in employee which can be
commanding, consultative, collaborative,
consensus or structured.

 This process area focuses on the identification of
defects and problems and finding off the root
cause for their resolution.
 The defect can come from complaints by
customer, end users, peer reviews, testing.
 Which is subjected to be analyzed using Pareto
analysis, histograms.
 The proposed action should be implemented and
changes should be made .
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The capability level denote the maturity of the
process area as signified by the terminology-
incomplete(0), performed(1), managed(2),
defined(3), quantitatively managed(4), and
optimizing(5), with respect to level 0,1,2,3,4,5
respectively

The Six Capability Levels in
CMMi Model

 GG- Achieve Specific Goals
 GP- Perform base Practices

 GG-2- Institutionalized a managed process
 General Practices:-
 Establish an organizational policy
 Plan the process
 Provide resources
 Assign responsibility
 Train People
 Mange Configuration
 Identify and involve relevant stakeholders
 Monitor and control the process
 Objectively evaluate adherence
 Review status with higher level management
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 GG-3- Institutionalized a defined process
 General Practice:-
 Establish a defined process
 Collect Improvement information

 GG-4- Institutionalized a Quantitatively
Managed process
 General Practices:-
 Establish quantitative objective for the process
 Stabilize Sub-Process performance

 GG-5-Insititionalize an optimizing process
 General Practice:-
 Ensure continuous process improvement
 Correct root causes of Problem

Specific Goals (SG) and Specific Practices
(SP)

 Organizational Process Focus
 Organizational Process Definition
 Organizational Training
 Organizational Process Performance
 Organizational innovation and deployments.

 Project Planning
 Project Monitoring and Control
 Supplier agreement management
 Integrated project management
 Risk Managements
 Integrated Teaming
 Integrated Supplier management
 Quantitative Project management
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 Requirement Management
 Requirements Developments
 Technical Solution
 Product Integration
 Verification
 Validation

 Configuration Management
 Process and Product Quality Assurance
 Measurement and Analysis
 Decision Analysis and Resolution
 Organizational Environment for Integration
 Causal Analysis and Resolution
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Fandamental quality mgt-Ch-6 and Ch-9

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