Understanding the who, what, why, and when of quality is essential in implementing an effective Quality Program. It requires a combination of distinct disciplines: Quality Assurance, Quality Control, and Quality Improvement. They are three unique disciplines which, when used together, can improve the efficiency and effectiveness of any organization leading to reduced cost and increased customer satisfaction.

1. Software Quality Management Jolene Eichorn

3. Quality Assurance

4. Quality Control

5. Quality Improvement

6. Implementing a Quality Management Program

8. Quality is often not seen as a value add

9. Quality is often neglected to meet schedule constraints

10. Quality builds giants and nearly destroys them (Toyota)

11. Quality does not happen by chance

12. Quality must be premeditated and carefully planned to be effective What if we were to pursue quality? What would it look like? How would it be defined? How much would it cost ... or would it save?

14. Increased customer satisfaction?

16. Was implicated in close to half of all canceled projects?

18. Over the past 7 years, the ratio of support to total employees in hardware and software companies has grown from 1 in 12 to 1 in 6.

19. The average $3 million project costs companies using poor requirements practices an average of $5.87 million per project -- a $2.24 million premium. IAG Consulting's new Business Analysis Benchmark , 110 projects at 100 companies surveyed

20. Balancing Efficiency & Effectiveness Cycle Time Reliability Measured Customer Driven – Value Defined

21. Goal Increase the efficiency of Solution Delivery Life Cycle activities, the effectiveness of the participants, and the quality of the deliverables.

23. wants

24. needs

25. expectations

26. requirements

27. Quality must be measurable when it occurs

28. Quality should be predictable when it occurs

30. Quality Assurance “... a process for providing adequate assurance that the software products and processes in the product life cycle conform to their specific requirements and adhere to their established plans.” IEEE Standard 12207 “A planned and systematic means for assuring management that the defined standards, practices, procedures, and methods of the process are applied.” CMMI, SEI “The planned and systematic activities implemented in a quality system so that quality requirements for a product or service will be fulfilled.” ASQ The focus is on the process used to create the deliverable

31. Quality Assurance

32. Quality Control “The operational techniques and activities that are used to fulfill requirements for quality.” ISO 8402-1994 “The observation techniques and activities used to fulfill requirements for quality.” ASQ The focus is on the deliverable itself.

33. Quality Control Mechanisms: Testing process, test tools

35. Six Sigma

36. IEEE

37. TQM

38. TRIZ

39. CMMI

41. Quality improvement

42. Balancing Speed & Quality Cycle Time Reliability Lean Create Value Eliminate Waste Strategic Focus 6 Improve Quality Reduce Variation Improve Predictability Measured Customer Driven – Value Defined

43. Balancing Speed & Quality Implementing Lean programs to reduce time and cost may be ineffective without predictable processes built through Quality Management, thereby preventing Lean goals from being met. In addition, quality process automation can have an enormous impact on efficiency and quality.

45. Strive for perfection in each process step without introducing waste

46. Do not rely on final inspection; error proof wherever possible

47. If final inspection is required by contract, perfect upstream processes pursuing 100% inspection pass rate

48. Move final inspectors upstream to take the role of quality mentors

49. Apply basic PDCA method (plan, do, check, act) to problem solving

50. Adopt and promote a culture of stopping and permanently fixing a problem as soon as it becomes apparent.LEfSE were developed by the Lean Systems Engineering Working Group of INCOSE (International Council for Systems Engineering). Version 1.0 was released at the INCOSE IW, San Francisco, March 1, 2009.

51. QA versus QC

52. QA versus QC

54. An appropriate methodology is in place

55. Projects use standards and procedures

56. Independent reviews and audits are performed

57. Documentation is produced during development

58. Change controls are in place

59. An inspection process is leveraged

60. Feedback is provided to team

62. Everyone performing QA activities should be trained in QA

63. Those performing QA activities for a work product should be separate from those directly involved in developing or maintaining the work product

64. An independent reporting channel to the appropriate level of organizational management must be made available

65. QA should begin in the early phases of a project to establish plans, processes, standards, and procedures that will add value to the project and satisfy organizational policiesCMMI, Guidelines for Process Integration and Product Improvement, Mary Beth Chrissis, Mike Konrad, Sandy Shrum

66. Quality Assurance Services

67. Quality Assurance Roles

69. QC provides an objective, independent view of the software to allow the business to appreciate and understand the risks at implementation of the software.

71. Quality Control Roles

72. Business Value Quality is a differentiator Organizations typically build the software and systems that make them unique, while they purchase applications for automating common business functions that do not demand differentiation from competitors. The bottom line is: Consistent delivery of high-quality software will set an organization apart from its competition. The business value of software quality, Geoffrey Bessin, http://www.ibm.com/developerworks/rational/library/4995.html

73. Business Value Quality enables innovation It is quality in development and maintenance of software that makes it possible for the business to react, adapt, and deploy quickly. If there is any breakdown, any inefficiency, any lack of quality, then the organization will fail to reach the market in a timely fashion and the organization will find itself at a competitive disadvantage. The bottom line is: High quality software facilitates innovation by increasing predictability, lowering risk and reducing rework, resulting in happier customers and more revenue. The business value of software quality, Geoffrey Bessin, http://www.ibm.com/developerworks/rational/library/4995.html

74. And Best of All - Quality is Free! *Philip Crosby was so convinced of this that he titled one of his books Quality is Free, since the major costs of quality are the costs associated with poor quality. When the amountsaved by avoiding defects rises faster than the amountinvestedto avoid defects, quality is free*

75. Business Value Quality is free What is the cost of high quality? Is high quality free? Improved quality enables teams to deliver more projects on time, at lower cost, with more features. By preventing defects in the system throughout the entire development process, a team eliminates the time and cost required to find and fix those defects later on. The business value of software quality, Geoffrey Bessin, http://www.ibm.com/developerworks/rational/library/4995.html

76. Business Value Reworking a software requirements problem once the software is in operation typically costs 50 to 200 times what it would cost to rework the problem in the requirements stage. Because potentially a: Currently, over half of all errors are not found until “downstream” or during post sale software use. This occurs even though 80% of development costs are spent on defect removal. Boehm and Papaccio 1988

77. Savings can be huge Each hour spent on Inspections avoided an average of 33 hours of maintenance, and inspections were up to 20 times more efficient than testing. - Russell 1991, study done on large programs Every major defect found at Inspection will save 9 hours of downstream correction effort. – Reeve, 1991 Software Quality Inspections have been found to produce net schedule savings of 10 to 30%. - Gilb and Graham 1993 Most of the 78 organizations that participated in the National Quality Experiment have seen a ROI of 2:1 to 8:1 on investment in Inspections. – O’Neill, 2001

78. Conclusion Understanding the who, what, why, and when of quality is essential in implementing an effective Quality Program. It requires a combination of distinct disciplines: They are three unique disciplines which, when used together, can improve the efficiency and effectiveness of any organization leading to reduced cost and increased customer satisfaction.

80. 改善CHANGE FOR THE BETTER