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May 22, 2003.doc

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    May 22, 2003.doc May 22, 2003.doc Presentation Transcript

    • Chicago Quality Assurance Association Project Management and Software Quality Professionals: Partners in Achieving Common Goals May 22, 2003 Co-Sponsors: Project Management Institute Chicagoland Chapter Chicago Quality Assurance Association Hosted By: Allstate Insurance in Northbrook
    • About the Panel… Kevin Callahan (panel moderator) is the founder and president of The Project Management Consortium, Inc (PMCI). Prior to founding PMCI, Mr. Callahan was a member of the management team at the MCI-Systemhouse Y2K Conversion Center in Montreal. He has held positions in high- tech firms such as Speedware and Bizware. Presently, he is a PMI Chicagoland Chapter board member, Vice Chairman of the CEO Roundtable of the Chicago Software Association, and a member of the Technology Committee of the Executive’s Club of Chicago. Jeanette Bordelon is currently the Director of Training and PM practices for Advanced Data Concepts and an instructor for the PMP examination at Advanced Data Concepts and other institutions. Ms. Bordelon teaches and consults on business processes, process re-engineering, change management, strategic planning, project management, and third party implementations. She is a certified Project Management Professional and a Certified Quality Manager and Quality Auditor. She is currently on the Northwestern University Advisory board for project management. Being very active on the PMI Chicagoland board over the past three years, she is currently the VP of Membership. She is also membership director for the Microsoft Project User Group and methodology director for the Project Management Consortium. Stephen Sawle is the founder of Consultants to Management, which focuses on the disciplined improvement of project and program management practices at companies in all industries. Mr. Sawle’s training and consulting experience began with Price Waterhouse where he consulted on project management to utilities and telecommunications companies. At Cap Gemini Ernest & Young he successfully led the Program Management Office (PMO) for a $158 million consulting engagement. Most recently, he helped to design and lead the firm’s Enterprise PMO to improve project and program management disciplines. Mr. Sawle has been active in PMI since 1983 and has served as president of the Midwest Chapter. He is a certified Project Management Professional, a Registered Professional Engineer, and a Certified Management Consultant. Zehavah Mendelsohn is director of Application Quality Management for U.S. Cellular, a major telecommunications company with 4.1 million customers across 25 states. Ms. Mendelsohn joined U.S. Cellular in 1995 to establish a software testing department, whose mission is to perform independent testing on all application and infrastructure changes to mission critical application systems to ensure acceptance-gating criteria are met for promotion into production. For a department of 45 testers, she is responsible for direction, support, and improvement of all testing practices. Prior to joining U.S. Cellular, she served as Quality Assurance Manager at Official Airline Guidelines. Ms. Mendelsohn is a Certified Software Test Engineer and a Certified Software Quality Analyst. She is an active member of QAI, ASQ, and ACM. Nancy Kastl is president of the Kaslen Group, which provides consulting in quality assurance, software testing, process re-engineering, and project management. She facilitates IT senior management teams in strategic planning and helps improve critical IT processes. Her quality background began at Harris Bank where she was VP of Quality Assurance and participated in the Bank’s Total Quality Management initiative. She has taught public seminars on quality and measurement for the Quality Assurance Institute. She is a Certified Software Quality Analyst and served on the committee that originally defined this certification’s body of knowledge. Ms. Kastl founded the Chicago Quality Assurance Association in 1984 and is the current president. She is on the Purdue University’s Advisory Committee to the Information Systems Department.
    • Project Management Institute’s Project Management Body of Knowledge (PMBOK) Overview Process Chart (PMBOK Figure 3-9) Project Management Processes Knowledge Areas Initiating Planning Executing Controlling Closing 4. Project Integration 4.1 Project Plan 4.2 Project Plan Execution 4.3 Integrated Change Mgmt Development Control 5. Project Scope 5.1 5.2 Scope Planning 5.4 Scope verification Mgmt Initiation 5.3 Scope Definition 5.5 Scope Change Control 6. Project Time Mgmt 6.1 Activity Definition 6.5 Schedule Control 6.2 Activity Sequencing 6.3 Activity Duration Estimating 6.4 Schedule Development 7. Project Cost Mgmt 7.1 Resource Planning 7.4 Cost Control 7.2 Cost Estimating 7.3 Cost Budgeting 8. Project Quality 8.1 Quality Planning 8.2 Quality Assurance 8.3 Quality Control Mgmt 9. Project Human 9.1 Organizational Planning 9.3 Team Development Resource Mgmt 9.2 Staff Acquisition 10. Project 10.1 Communication 10.2 Information Distribution 10.3 Performance 10.4 Administrative Communications Planning Reporting Closure Mgmt 11. Risk Project 11.1 Risk Mgmt Planning 11.6 Risk Monitoring and Management 11.2 Risk Identification Control 11.3 Qualitative Risk Analysis 11.4 Quantitative Risk Analysis 11.5 Risk Response Planning 12. Project 12.1 Procurement Planning 12.3 Solicitation 12.6 Contract Closure Procurement 12.2 Solicitation Planning 12.4 Source Selection Management 12.5 Contract Administration Items in italics are Facilitating processes, non-italics are Core processes
    • Project Quality Management – PMI Quality Planning Inputs Tools & Techniques Outputs • Quality policy • Benefit/cost analysis • Quality management plan • Scope statement • Benchmarking • Operational definitions • Product description • Flowcharting • Checklists • Standards and regulations • Design of experiments • Inputs to other processes • Other process outputs • Cost of quality Quality Assurance Inputs Tools & Techniques Outputs • Quality management plan • Quality planning tools and techniques • Quality improvement • Results of quality control • Quality audits measurements • Operational definitions Quality Control Inputs Tools & Techniques Outputs • Work results • Inspection • Quality improvement • Quality management plan • Control charts • Acceptance decisions • Operational definitions • Pareto diagrams • Rework • Checklists • Statistical sampling • Completed checklists • Flow-charting • Process adjustments • Trend analysis
    • A “Management by Projects” Organization may have PMO’s at Any One or All Three Levels Level 3 PMO: Strategic Enterprise PMO Program Reports to the CEO, President or Sr. VP Management Office Level 2 PMO: The Strategic Divisional PMO Reports to the Division Head (ie CFO, CIO, VP) PMO PMO PMO Level 1 PMO: Tactical Initiative PMO PMO PMO PMO Reports to the Program’s Sponsor © Consultants to Management, Inc. 2003 Reproduction by permission only
    • The Enterprise & Divisional Enterprise PMO’s Drive Strategic and Organizational Performance Objectives Level 3 or 2 PMO RESEARCH & DEVELOPMENT .Tool Research PERFORMANCE MANAGEMENT . Methods/Techniques . Business Metrics . Accelerators . Program Results PMO INFRASTRUCTURE . Risk Library Measurement MANAGEMENT PROGRAM COMMUNICATIONS . SLA Validation . Program Vision & PM Awareness . Planning/Controlling Tools . Collaboration Tools . Results & Success Stories . Network . Communities of Practice . Space Mgt RESOURCE MANAGEMENT . Competency Models PROGRAM & PORTFOLIO CONTROLS . Certification Programs . Performance Reviews . Portfolio Cost & Schedule Control . Incentives . Configuration Control Processes . Position Descriptions . Issues and Scope Changes Processes . Expert PM’s Program . Recovery Assistance Management Office QUALITY MANAGEMENT KNOWLEDGE MANAGEMENT . Quality Planning & Strategy . Knowledge Repository . Program Audits/Reviews . Document Management . Methods & Process Assessments . Knowledge Sharing . Post-Implementation . Lessons Learned Program Reviews . Best Practices . VENDOR AND LEARNING SYSTEMS THIRD PARTY PORTFOLIO PM METHODS . PM Learning MANAGEMENT MANAGEMENT MANAGEMENT Curriculum Development . Communication . Acceptance . PM Methodology . On-boarding . Training Delivery Criteria . Templates . Coordination . Prioritization . Example Work Products . Coaching/Mentoring . Contract Management . Rapid Start-up . Program Status . Method Integration Reporting . Program Integration © Consultants to Management, Inc. 2003 A permanent organizational unit of the enterprise Reproduction by permission only with full- time staff and resources
    • The Initiative PMO Drives the Tactical Delivery of a Specific Initiative (Project or Program) Level 1 PMO TRANSFORMATION MANGEMENT VALUE MEASUREMENT . Business Case Metrics .Change Strategy . Value Meas. Program . Success Factors . Data Gathering INFRASTRUCTURE . Client Training . Value Reporting DEPLOYMENT . User INITIATIVE COMMUNICATIONS . Planning/Controlling Tool Communications . Vision & Objectives . Collaboration Tool . Results & Success Stories . Network & Connectivity . Program/Project Status . Space Allocation . Team News RESOURCE COORDINATION . Procedures PROJECT CONTROLS . Resource Assignments . Integrated Cost & Schedule Control . On-Boarding & Orientation . Configuration Control . Performance Reviews . Personnel Logistics . Issues and Scope Changes Program . Recovery Assistance Management Office KNOWLEDGE COORDINATION QUALITY ASSURANCE & CONTROL . Manage Knowledge Repository . Review and Compliance . Information Needs Assessment . QC Preparation and Follow-up . Information Sourcing . Deliverable Reviews & Testing . Sharing & Reuse . Integration Testing VENDOR AND INITIATIVE-BASED THIRD PARTY RISK METHODS TRAINING CONTROL MANAGEMENT COACHING . Learning Requirements . On-boarding . Risk Planning . Method Selection & . Learning Program . Contract Management . Risk Identification Tailoring for Projects . Communication . Learning Delivery . Risk Analysis . Methodology Support . Billing/Payment . Coaching/Mentoring . Response Planning . Method Improvement . Monitoring & Control © Consultants to Management, Inc. 2003 A temporary organization created to manage a Reproduction by permission only large programmatic initiative
    • QAI - Certified Software Quality Analyst (CSQA) Body of Knowledge Overview) Overview Knowledge Areas Skills Categories Skills Examples 1. Quality Principles A. Definition of Quality B. Quality Concepts: B. Quality Concepts 1. Cost of Quality C. Quality Objectives 2. Plan-Do-Check-Act D. Quality Attributes 3. Six Sigma E. Quality Assurance Vs. Quality Control 4. Benchmarking F. Quality Pioneers (Deming, Juran, Crosby) 5. Continuous Improvement G. Quality Vocabulary 6. Best Practices 2. Software Development, Acquisition, A. Process Knowledge A. Process Knowledge: and Operation Processes B. Roles/Responsibilities 1. Software Development, Operation, and Maintenance Processes 2. Tools 3. Project Management 4. Software Acquisition 3. Quality Models and Quality A. Purpose of a Quality Model B. Industry Quality Models: Assessment B. Industry Quality Models 1. Malcolm Baldrige National Quality Award C. Model Selection Process 2. SEI Capability Maturity Model D. Using Models for Assessment and Baselines 3. ISO 9000 / ISO 9004 Quality Management 4. ISO 12207 IT Life Cycle Processes 5. SPICE ISO 15504 – Standard for Information Technology 6. IEEE Standards 7. QAI Approach to Quality Implementation 4. Quality Management/Leadership A. Management’s Quality Directives G. Cultural Change Methods: B. Mission Statement 1. Integrate quality message into daily communications C. Quality Assurance Charter 2. Visibly spend time taking action to improve quality D. Quality Ownership 3. Enforce consequences of non-compliance E. Quality Management Infrastructure F. Quality Management Techniques / Approaches G. Cultural Change Methods H. Quality Training I. Communication 5. Quality Assurance A. Quality Champion J. Applying QA to IT Technologies and Technical B. Establishing a Function to Promote and Manage Practices Quality 1. Backup and Recovery C. Data-Gathering Techniques 2. Security D. Problem Trend Analysis 3. Privacy E. Process Identification 4. Client server F. Process Analysis and Understanding 5. Web based systems G. Post-Implementation Reviews 6. E-commerce
    • QAI - Certified Software Quality Analyst (CSQA) Body of Knowledge Overview) Overview Knowledge Areas Skills Categories Skills Examples 5. Quality Assurance (continued) H. Quality Plan 7. E-Business I. Quality Tools 8. Enterprise Resource Planning (EFP) J. Applying QA to IT Technologies & Technical 9. Customer Relationship Management (CRM) Practices 10.Supply Chain Management (SCM) 11. Knowledge Management (KM) 12. Application Service Providers (ASP) 13. Data Warehousing (DW) 14. Outsourcing 6. Quality Control Practices A. System of Internal Control B. Verification and Validation Methods: B. Verification and Validation Methods 1. In Process Reviews C. Software Change Control 2. Phase-End Reviews D. Defect Management 3. Test Concepts 4. Test Program Development 5. Test Completion Criteria 7. Define, Build, Implement, and Improve A. Developing / Building Processes A. Developing / Building Processes: Work Processes B. Administering Processes 1. Process development group C. Compliance and Enforcement 2. Process committee D. Process Improvement Methods 3. Process development process E. Externally Developed Standards 4. Implementing a process 8. Quantitative Methods A. Probability and Statistics C. Customer Quality Evaluation Measurement Methods: B. Measures and Metrics 1. Customer satisfaction C. Customer Quality Evaluation Measurement 2. Service-level agreements Methods 3. Evaluation methods D. Risk Analysis
    • QAI - Certified Software Test Engineer (CSTE) Body of Knowledge Overview Knowledge Areas Skills Categories Test 1. Test Principles & Concepts A. Definition of Test Specifications Environment B. Testing Techniques C. Testing Methods D. Independent Testing E. COTS Software F. Testing Code Developed Under Outside Contract G. Test Quality H. Testing Life Cycle I. Vocabulary J. Quality Attributes 2. Tester’s Role in Software A. Development and Acquisition Process (Project Management) Development and Acquisition B. “V” Testing Concept C. Test Approaches 3. Test Management A. Test Management B. Giving Information C. Receiving Information D. Personal Effectiveness E. Continuing Professional Education F. Leadership G. Recognition H. Networking I. Code of Ethics 4. Build the Test Environment A. Test Standards B. Test Environment Components C. Test Tools D. Quality Assurance / Quality Control E. Building the Test Environment Work Processes F. Adapting the Test Environment to Different Technologies Test Planning 5. Risk Analysis A. Risk Identification B. Managing Risks 6. Test Planning Process A. Pre-Planning Activities B. Test Planning C. Post-Planning Activities Execute the Test Plan 7. Test Design A. Design Preparation B. Design Execution 8. Performing Tests A. Execute Tests B. Compare Actual versus Expected Results C. Test Log D. Record Discrepancies
    • QAI - Certified Software Test Engineer (CSTE) Body of Knowledge Overview Knowledge Areas Skills Categories 9. Defect Tracking and Correction A. Defect Tracking B. Testing Defect Correction 10. Acceptance Testing A. Concepts of Acceptance Testing B. Roles and Responsibilities C. Acceptance Test Process Test Analysis and 11. Status of Testing A. Test Completion Criteria Reporting B. Test Metrics C. Management By Fact 12. Test Reporting A. Reporting Tools B. Test Report Standards C. Statistical Analysis