Software Quality Assurance
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Software Quality Assurance Software Quality Assurance Presentation Transcript

  • SQA Workshop Version 1.0 By: B. M. Shahrier Majumder My Profile: http:// www.linkedin.com/in/shahrier
  • Workshop Contents
    • Quality and Process Concept
    • Quality Models
    • SQA Role
    • Audit System
    • Summery
  • Training Objectives
    • To prepare participants for effective implementation of SQA role in the organization
    • To provide some practice in the technique used
  • Logistics
    • Timings
    • Flow of Course (lecture, exercises, Quiz)
    • Course Material
    • Let Us Begin!!
  • Quality & Process Concepts
  • Quality Fit for use Conforms to the statement of requirement
  • Two Views of Quality Producer view of quality Customer view of quality Quality Assurance closes the gap
  • Quality Definition
    • Operationally, the word quality refers to products. A product is a quality product if it is defect free.
    • Producer View of Quality: The producer view of quality has these 4 characteristics. Doing the right thing, Doing it the right way, Doing it right the first time and Doing it on time without exceeding cost.
    • Customer View of Quality: Meeting requirements is a producer’s view of quality. This is the view of the organization responsibility for the project and process, and the products and services acquired, developed, and maintained by those processes.
  • Quality Gurus
    • DR. W. Edwards Deming
    • Philips Corseby
    • DR. Joseph Juran
  • Total Quality Management
    • A philosophy
    • A set of guiding principle
    • The foundation for a continuous improving organization
    • The application of quantitative methods and human resources
      • To improve processes
      • To satisfy customers, now and later
  • Definition of a Process
    • A process is a vehicle of communication, specifying the methods used to produce a product or service. It is the set of activities that represent the way work is to be performed.
    • Procedure: the step-by-step method followed to ensure that standards are met.
  • Why Process are Needed
    • From management perspective, process are needed to:
    • Explain to workers how to perform work tasks
    • Transfer knowledge from more experienced to less experienced workers
    • Assure predictability of work activities so that approximately the same deliverables will be produced with the same resources each time the process is followed
    • Establish a basic set of work tasks that can be continuously improved
    • Provide a means for involving workers in improving quality, productivity and customer satisfaction by having workers define and improve their own work process
    • Free management from their activities associated with “expediting work products” to send more time on activities such as planning, and customer & vendor interaction
  • Why Process are Needed
    • From worker perspective, process are needed to:
    • Increase the probability that the deliverables produced will be the desired deliverables
    • Put workers in charge of their own destiny because they know the standards by which their work products will be evaluated
    • Enable workers to devote their creativity to improving the business instead of having to develop work processes to build products
    • Enable workers to better plan their workday because of the predictability resulting from work processes
  • Process Management
    • Process management is a PDCA cycle. Process management processes provide the framework from within which an organization can implement process management on a daily basis.
    PLAN Process Inventory – 1 Process Mapping – 2 Process Planning – 3 Enables process definition CHECK Process Measurement – 6 Enables process assessment ACT Process Improvement – 7 Enables process improvement DO Process Definition – 4 Process Controls – 5 Enables process execution
  • Quality Models
  • Industry Quality Models
    • There are many industry models available against which your organization can establish a baseline. Most commonly used models in the IT industry are:
    • ISO 9001:2000
    • CMMI
  • Quality System Elements ISO 9001
    • Management Responsibility
    • Quality System
    • Contract review
    • Design Control
    • Document & data control
    • Purchasing
    • Control of customer supplied product
    • Product identification & traceability
    • Process control
    • Inspection & testing
    • Control of inspection, measuring & test equipment
    • Inspection & test status
    • Control of non-conforming product
    • Corrective & preventive action
    • Handling, storage, packaging, presentation & delivery
    • Control of quality records
    • Internal quality audits
    • Training
    • Servicing
    • Statistical techniques
  • ISO 9001:2000
    • Released in December, 2000
    • Consistency with PDCA cycle
    • Based on eight quality management principles
      • Customer focus
      • Leadership
      • Involvement of people
      • Process approach
      • System approach to management
      • Continual improvement
      • Factual approach to decision making
      • Mutually beneficial supplier relationships
  • ISO 9001:2000
    • Logical grouping of clauses under the following heads:
      • Management Responsibility
      • Resource Management
      • Product realization
      • Measure, Analysis, Improvement
  • SEI CMMI
    • Capability Maturity Model Integration (CMMI) evaluates software process capability
    • Used for
      • - Where are we today?
      • - Where do we want to be?
      • - How do we get there? (Planning)
      • - Have we reached there? (Measurement)
  • Some Definitions
    • Software Process
    • A set of activities, methods, practices, and transformations that people use to develop and maintain software and associated products (e.g. plans, design documents, code, test cases, user manual, etc.)
    • Software process capability
    • Describes that range of expected results that can be achieved by following a software process.
    • Software process performance
    • Represents the actual results achieved by following a software process.
  • Some Definitions
    • Software Process Maturity
    • - The extent to which a specific process is explicitly defined, managed, measured, controlled and effective
    • - Implies a potential for growth in capability and indicates both the richness of an organization’s software process and the consistency with which it is applied in projects throughout the organization.
    • Institutionalization
    • Entails building an infrastructure and a corporate culture that supports the methods, practices, and procedures of the business so that they endure after those who originally defined them have gone.
  • Some Definitions
    • Maturity Level
    • - A well defined evolutionary plateau towards achieving a mature software process.
    • - Each level provides a layer in the foundation for continuous process improvement.
    • Process Area
    • Identifies a cluster of related activities that, when performed collectively, achieve a set of goals considered important for enhancing process capability
  • CMMI Levels
    • Level Process Characteristics
    • Initial (1) Process is informal and adhoc
    • Repeatable (2) Project management practices are institutionalized
    • Defined (3) Technical practices are integrated with management practices and institutionalized
    • Managed (4) Product and process quantitatively controlled
    • Optimizing (5) Process improvement institutionalized
  • Quality Management
    • Setting Quality goals / policy / objectives
    • Building support for Quality
    • Planning Quality
    • Measuring quality
    • Controlling Quality / Poor Quality
    • Improve Quality
  • Process Orientation of Quality
    • Quality has been defined in many different ways but always to satisfy the ‘customers’
    • Quality can be measured
    • Quality control detects errors
    • Quality assurance prevent errors
    • Processes determine the quality of the product
    • Product can improve only if process improve continuously
    • Quality is every person’s responsibility
    • It should be imbibed as a pert of day-to-day work
  • Definitions
    • Quality Control
    • The operational techniques and activities that are used to fulfill requirements for quality.
    • Quality Assurance
    • All those planned and systematic activities implemented within the quality system and demonstrated as needed to provide adequate confidence that an entity will fulfill requirements for quality.
  • QC vs QA
    • QC QA
    •  Product  Process
    •  Reactive  Proactive
    •  Line function  Staff function
    •  Find defects  Prevent defects
  • QC vs QA Examples
    • QC QA
    •  Walkthrough  Quality Audit
    •  Testing  Defining process
    •  Inspection  Selection of tools
    •  Checkpoint review  Training
  • Cost of Quality
    • Failure Costs
    • Project rework
    • Overtime
    • Maintenance costs
    • Lost credibility
    • Providing alternate service
    • Lost management time
    • Complaints, rebates & damage claims
    • Lost assets, opportunity
    • Unrealized savings
    • Appraisal Costs
    • Reviews
    • Inspections
    • Testing
    • Prevention Costs
    • Quality audit
    • Planning quality improvement
    • Quality training
    • Installation
    • - Project selection process
    • - Planning database
    • - Improved programming techniques
  • SQA Role
  • Quality of requirements / specification
    • Good planning
    • Use of trained personnel
    • Usage of pre-defined techniques
    • Use of templates, checklists
    • Through review
    • Requirements sign off
    • A good SRS is
    • - Unambiguous, complete, correct, verifiable
    • - Helps customers describe what they want to obtain
    • - Helps supplier understand what the customer wants
  • Quality of Design
    • Good planning
    • Use trained resources
    • Choice of appropriate model, techniques and tools for design
    • - Top-down vs. Bottom-up approaches selected / mixed to get most suitable approach
    • - Build in the attributes related to reuse of components, product attributes like scalability, interoperability, product performance and so on based on application requirement, clear interfaces
    • Use of standard templates
    • Review checklist to ensure no major aspect is missed out
    • Review of design documents
    • - Various specialists / review focus – e.g. optimization, technical feasibility
    • - Traceability of design to requirements
    • - Ensure consistency between low level design
  • For Better Code
    • Use coding standards
    • Use proper code samples and templates
    • Plan to ensure common libraries are available
    • Conduct code review
    • Use checklist for review
    • Good planning
    • Train people
  • For Successful Testing
    • Plan for the test strategy, test cases
    • Review test plans, test conditions, etc.
    • Have independent testing teams
    • Test the units before moving to integration testing
    • Use pre-defined forms for test scripts, test logs, etc.
    • Use processes for testing and defect management
  • For Successful Post Testing Activities
    • Plan for the acceptance testing in the initial stages of the project
    • Clearly agree on the acceptance criteria with the customer
    • Have clear documentation of the product in the form of:
    • - Installation manual
    • - Maintenance manual
    • - User manual
    • Review the manuals and test before delivery
    • Include exception handling
  • Quality Pyramid Assure Quality Control Quality Define Quality Objective Function Quality Assurance Measurement Quality Control Procedure Standards Management Policies / Plans
  • Quality Management System
    • Process
    • Procedures
    • Guidelines
    • Standards
    • Checklists
    • Formats
    • Templates
  • Value of Documentation
    • Assists for conformity to customer requirements and quality improvement
    • Provides appropriate training
    • Enables repeatability & traceability
    • Provision of objective evidence
    • Evaluate effectiveness of QMS
  • Audit System
  • Audit-Definition
    • Definition:
    • A systematic, independent and documented process for obtaining audit evidence and evaluating it objectively to determine the extent to which audit criteria are fulfilled.
    • Audit Criteria:
    • Set of policies, procedures or requirements used as reference
    • Audit Evidence:
    • Records, statement of facts or other information which are relevant to the audit criteria
  • Purpose of Audits
    • Management Tool
    • Positive and constructive process
    • Identifies problem areas
    • Increases process compliance
    • Increases process effectiveness
  • Audits
    • NOT to be used to assign blame
    • Does NOT replace inspection / testing activities
    • Should NOT be used as a means to accept or reject products
    • CANNOT support an ineffective system
  • Types of Audits
    • First Party
    • Second Party
    • Third Party
  • First Party Audits
    • To check compliance with QMS
    • To find & correct system shortfalls
    • To identify improvements of QMS
    • To enhance quality awareness
    • To increase cross-department understanding
    • A requirement of ISO 9001
  • Second Party Audits
    • To evaluate potential suppliers / subcontractors
    • To keep an eye on suppliers / subcontractors
    • To help suppliers improve their QA
    • To improve end products and services
    • To limit costs of external failure
  • Third Party Audits
    • To provide objective evidence
    • To identify required improvements
    • Part of certification process
    • To provide credibility to claims of quality
  • The Players
    • Auditor
    • - A person who has the qualifications to perform quality audits
    • Client
    • - A person or organization requesting the audit
    • Auditee
    • - An organization to be audited
  • The Players in a First Party (Internal) Audit
    • Auditor
    • - An employee (or sometimes a consultant) who is trained as an auditor and is independent of the area audited
    • Client
    • - The senior management of the organization
    • Auditee
    • - The project / department / unit being audited
  • The Players in a Second Party Audit
    • Auditor
    • - An employee (or sometimes a consultant) who is trained as an auditor and is representing a customer or potential customer
    • Client
    • - The senior management of the customer organization
    • Auditee
    • - The project / department / unit being audited
  • The Players in a Third Party Audit
    • Auditor
    • - A recognize auditor belonging to a certifying body
    • Client
    • - The senior management of the organization
    • Auditee
    • - The project / department / unit and organization being audited
  • Basic Purpose
    • Objective Evidence
    • Does the Quality System meet the requirements of the relevant standard or contract?
    • Does the organization do what the QMS requires?
    • Is the QMS effective for the Organization’s business?
  • Objective Evidence
    • A factual statement that can be verified
    • Not based on opinion or preference
    • Not based on emotion
    • Based on actual observations & statements
  • Evidence – Quality System
    • Quality Manual referring to procedures
    • Procedures covering the standard being followed (ISO / CMMI)
    • Departmental Handbooks
    • Project proposals / Plans
    • Instructions
    • Policy and objectives
    • Responsibilities and authorities
  • Evidence – Implementation Records
    • Review records
    • Minutes of meeting
    • Audit reports
    • Testing records
    • Delivery notes
    • Training records
  • Evidence of Effectiveness
    • Records / results
    • Measurements / metrics
    • Milestone achievement
    • Management review
    • Customer feedback
    • Timely corrective action
    • Customer complaints
  • The Audit System
  • Prepare Long Term Audit Plan
    • Typically for the whole year
    • Aspects to plan for:
    • - How many cycles (typically once every 2-3 months)
    • - What units / departments / areas / projects will be covered in every cycle – this would depend on the status and importance of the unit / department and the extent of changes expected
  • For Every Cycle
    • Review and revise the list of auditee units / departments / projects
    • Nominate a lead auditor and audit team
    • Make initial contact with auditees
    • Finalize audit program
  • Review & Revise Auditee List
    • Review / revise the list of auditee units / departments / projects based on:
    • - The extent of activities
    • - Changes in structure, personnel, type of work
    • - Findings of previous audit
    • - Proposed changes in the projects
  • Nominate Audit Team
    • To be done by EPG head or SQA lead or mutually agreed and planned between the PM and SQA
    • Identify “Lead Auditor” for the audit in case of IA across the organization
    • Identify all auditors of the audit
    • - Number of auditors
    • - Assignment to auditees areas
    • Ensure availability of auditors for:
    • - Preparation, interviews, reporting, follow-up (approx 4-5 hours per project / support group)
    • Provide training to untrained auditors
    • Check whether the auditee and auditor are independent
    • Confirm that the auditee and auditor have no “issues” that may impact objectively
    • Set up initial contact between auditor and auditee
  • Lead Auditor Responsibilities
    • Manage the team
    • Assist in team selection
    • Preparation of program / checklist
    • Quality control over the team’s work
    • Interfacing with auditees management
    • Preparation / submission of audit report
    • Conduct audit interviews
  • Auditor Responsibilities
    • Communicate audit requirements
    • Be active and efficient
    • Document observations
    • Report results
    • Verify corrective action effectiveness
    • Remain with scope
    • Support other team members
  • Auditee Responsibilities
    • Inform team members
    • Appoint guides
    • Provide logistical resources
    • Cooperate with auditors
    • Share information, records
    • Agree on non-compliances
    • Propose and implement corrective actions
  • Finalize Schedule for Audit Cycle
    • Schedule interview of 1-3 hours for each project / department
    • 1-2 auditors to conduct the interviews (new auditors must go in pairs)
    • Scheduling to be completed around two weeks before audit cycle start
    • Circulate and get confirmation from all auditees
  • Checklist Benefits
    • Ensures coverage is balanced
    • Assists in preparing audit team
    • Help maintain correct pace
    • Provides a record of the audit for future reference
    • Ensure nothing is forgotten!
  • Checklist Preparation
    • Use checklist of the previous audit as a starting point
    • Study the document QMS, Procedures, guidelines
    • Read relevant section of the Model
    • Prepare separate lists for each project / support function
    • Consider time allocated and key areas
  • Remember
    • Become fully conversant with the area before preparing / modifying checklists
    • Make separate checklists for different support functions
    • You may have to make different checklists for different project types
    • With more experience you can make smaller checklists or just bullet points
    • Checklist is a tool and should be servant to the auditor – CHECKLIST SHOULD NOT BE ALLOWED TO CONTROL THE AUDITOR
    • Checklists used in one audit can be used as a starting point in the next audit
    • Standard checklists may be included in the QMS after 1-2 cycles
  • The Opening Meeting
    • Purpose
    • Scheduling
    • Agenda
    • Tips
  • Purpose
    • Confirms scope and process of audit
    • Put the auditee at ease
    • Create the “right” atmosphere
    • (In external audit) Give the auditors an insight to the management commitment to quality
  • Scheduling
    • Before the start of audit interviews
    • After the audit schedule is finalized
    • Present in the opening meeting:
    • - Senior Management / MD
    • - EPG / SQA
    • - Lead Auditor for the audit
    • - Other auditors for the audit
    • - Senior-most representatives of all auditee groups (e.g. PMs, Department Heads)
    • - Others who may interested
  • Agenda
    • Make sure all participants are presents
    • Introduction to the audit team (Senior Manager / MD or Lead Auditor for the audit cycle)
    • Circulation of the attendance record
    • Lead Auditor to explain
    • - Purpose / scope of the audit cycle
    • - The audit interview process
    • - Need for openness
    • - Confidentiality
    • - Documentation of findings
    • - Reporting
  • Agenda (contd.)
    • Circulate / display audit schedule
    • Discuss any logistics related issues
    • Provide clarifications
    • Invite everyone to closing meeting
    • The Sr. Manager / MD can emphasize
    • - Use the findings will be to improve the process
    • - Need to share information openly
  • Tips for the Auditors
    • Keep it short
    • - Schedule 30 minutes
    • - Try to finish in 20 minutes
    • Be well prepared
    • Conduct meeting in businesslike manager
    • Keep a record (attendance)
    • Do not let the MD hijack the session
  • Audit Investigations
    • Approach
    • Interviewing
    • Audit Trail
    • Recording Findings
  • Approach
    • The auditor must keep control
    • The auditor must manage his / her time
    • Use prepared checklists as a guide
    • Judgment – is there a problem or not
    • The audit team must keep in touch
  • Objective Evidence Records Document Statements Observations Relevance Significance Existence Accuracy Remember: only objective evidence is permitted
  • Audit Trail
    • Record the facts
    • Is it on your checklist?
    • Is there time available?
    • Pass to the appropriate Auditor
    • Consult the Lead Auditor
    Note: if it is important, someone must look at it
  • Identifying Problems
    • Focus on the key matters
    • Decide whether or not the Auditee is the right person to ask the question
    • Consider if there are further symptoms
    • Where in the process could the root cause lie?
    • Always verify evidence of non-compliance
  • Purpose of Interview
    • Elaboration
    • Explanation
    • Work status – what really happens?
    • Basis for evidence
    • Understanding
    • Dialogue / rapport
    • Perspective
  • Starting the Interview
    • Find a suitable location near their workplace
    • Introduce yourself
    • Explain the process
    • “ Assessing the system – not individuals”
    • Be friendly but polite
    • Dialogue / rapport
    • Perspective
    Interviewing is your main tool
  • The Interview
    • The auditor must keep control
    • The auditor must manage his/her time
    • Split time between managers and staff
    • Work through the checklist
    • - If no problems – go quickly to next issue
    • - Problems – investigate to get objective evidence & idea of magnitude
    • - No sense digging until something is found
  • Useful Types of Questions
    • Open (STARTING)
    • Follow up
    • Probing
    • Focusing
    • Closed (ENDING)
  • Examples of Open Questions
    • Please describe your responsibilities
    • Tell me about …?
    • How does ….?
    • Please explain how ….?
    • Please describe the process ….?
  • Examples of Probing Questions
    • Where does ….?
    • When did …?
    • What is ….?
  • Examples of Closed Questions
    • Is this ….?
    • Do you …?
    • Does this ….?
    • Please show me ….?
  • Remember
    • Interviewing is your main tool
    • Look at the evidence
    • Listen to the auditees
    • Make sure you are asking the right persons
    • Be ready to handle auditee reactions
    • Watch out for auditee reactions
    • Verify details of non-compliance
    • Pass on information to team members
    • Focus on the key matters
    • Take help from other auditors / lead auditor
  • Non-Compliances
    • Also called
    • - Non-conformities
    • - Non-conformances
    • - Deficiencies
    • - Discrepancies
    • - Deviations
  • Types of Non-compliances
    • Major non-compliances
    • - A consistent, significant breakdown of the quality system
    • Minor non-compliances
    • - Isolated or one-off failures; localized impact
    • Observations
    • - Warning about potential non-compliances
  • Recording Non-compliances
    • What
    • Acknowledged by Auditee
    • At the time they are found
    • Using OBJECTIVE evidence
    • - Where, when, who, (how)
    • Non-compliance statements must be
    • - Accurate
    • - Complete
    • - Helpful
    • - Brief
    • Does it pass the ‘so-what’ test?
    • Anticipate the corrective action
  • Audit Reporting
    • Report Contents
    • Closing Meeting
    • Audit Records
  • Purpose
    • To consolidate the activities and findings related to the Audit cycle
    • To provide feedback to the audit participants, Senior Management and the auditors
    • To collect all related records and close the Audit
  • Audit Report - Contents
    • The Audit Cycle reference
    • Date of the Audit Cycle
    • Scope of the Audit Cycle
    • Lead Auditor and other auditors
    • Summer of non-compliances
    • Summery of good practices identified
    • Target dates for closing all non-compliances
  • Audit Report - Contents
    • Statistics
    • - Total meeting hours
    • - Total areas / project audited
    • - Number of major non-compliance
    • - Number of minor non-compliance
    • - Number of observations
    • - Number of good practices observed
    • - Number of persons in the opening meeting
    • Appendices
    • - Audit Cycle Schedule
    • - List of the attendees in the opening meeting
    • - Non-compliance list / tracking sheet
  • Closing Meeting
    • Introduction and thank you
    • Purpose / objective / scope
    • Statistics
    • Important findings
    • Follow-up actions
    • Any questions
    • Acknowledgement of report
  • Audit Records
    • Audit Cycle schedule
    • Opening meeting attendance
    • Audit Report
    • Non-compliance Reports
    • Checklist used
    • Interview notes
    • Closing meeting attendance
  • Corrective Action Follow-up
    • Identification
    • Implementation
    • Tracking and Closure
  • Identification of the Non-compliance
    • The Auditor raises the problem
    • The facts
    • The non-compliance
    • The department / project responsible
  • Corrective Action Proposal
    • Auditee proposes corrective action
    • Root cause analysis
    • Immediate remedial action
    • Long term corrective action
    • Auditor evaluates the proposed corrective actions
    The organization’s QA functions provides advice to the responsible manager
  • Corrective Action Implementation
    • Auditee implements agreed corrective action
    • Keeps records of implementation
    • Confirms that there is no other occurrences that need to be corrected
    • Confirms that the probability of similar occurrences are considerably reduced
  • Verification
    • Performed by Auditor
    • Are there other similar non-compliance?
    • Has the root cause been addressed?
    • Has the likelihood of recurrence been assessed?
    • Have they followed the CA procedure?
    • Is a track of all corrective actions being maintained?
  • Closure
    • Close non-compliance after verification
    • Raise process improvement proposal if the corrective action is deemed useful on a wider basis
  • Tracking of Non-compliances
    • EPG to track ALL non-compliances to closure, using some tracking sheet / database
  • Conclusion
    • Auditor Attributes
    • Purpose of Audit
    • Audit System
  • Auditors Attributes
    • Positive
    • Pragmatic
    • Professional
    • Prepared
    • Perceptive
  • Purpose of Audit
    • Compliance to:
    • - Contract, requirements, proposal
    • - Internal quality management system
    • - A quality / process standard (e.g. CMMI)
    • Provide confidence to management and stakeholders
    • Identify process improvements
  • Audit System
    • Must be planned / scheduled
    • Conducted by trained auditors
    • Finding based on “objective evidence”
    • Actionable findings must be tracked to closure