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Change In Determinant Factor With Time                                                            Current Opportunity …   ...
Expand Market Beyond Cost …                                                      Low Cost Subcontracting Suppliers Enginee...
Quality Issues                                                                                   Cost of Software DefectsE...
Capability Maturity Models Integration (CMMI)                                                     Software ProcessEngineer...
Failure To Improve    Engineering, Operations and Technology | Information Technology         Engineering, Operations and ...
Lessons LearnedEngineering, Operations and Technology | Information Technology    Engineering, Operations and Technology |...
Engineering, Operations and Technology | Information Technology       Engineering, Operations and Technology | Information...
Engineering, Operations and Technology | Information Technology             Engineering, Operations and Technology | Infor...
Overview Of Level 2                                     Software Project Management PhasesEngineering, Operations and Tech...
Project Planning       Engineering, Operations and Technology | Information Technology                            Engineer...
Monitoring and Control                                                        A Project PlanEngineering, Operations and Te...
Requirements Management                                                       Project RequirementsEngineering, Operations ...
The Fact Is ...Engineering, Operations and Technology | Information Technology                                     Enginee...
Change Management FlowEngineering, Operations and Technology | Information Technology               Engineering, Operation...
Quality Assurance Responsibilities                                                  Measurement ProcessEngineering, Operat...
Comparison Between Level 2 and 3Engineering, Operations and Technology | Information Technology                    Enginee...
Organizational Process Focus                                                                                              ...
Organizational Process Assets                                                   Organizational Process DefinitionEngineeri...
Organizational Training                                                                   Process Assets Library (PAL)Engi...
Providing TrainingEngineering, Operations and Technology | Information Technology                                         ...
Risk Management                                                                                 Product IntegrationEnginee...
VerificationEngineering, Operations and Technology | Information Technology        Engineering, Operations and Technology ...
Correlation Between QPM and SQM                                                    Software Quality ManagementEngineering,...
Improvement In Project Estimates     Engineering, Operations and Technology | Information Technology                      ...
Behavior Of Higher Levels Organization                                            Reduce Cost = Increase Software ReuseEng...
Technology Change Management                                                   Defect PreventionEngineering, Operations an...
Leveraging quality for competitive advantage
Leveraging quality for competitive advantage
Leveraging quality for competitive advantage
Leveraging quality for competitive advantage
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Leveraging quality for competitive advantage

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Seminar: IT - Globalization and Information Technology

John Vu

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Transcript of "Leveraging quality for competitive advantage"

  1. 1. Change In Determinant Factor With Time Current Opportunity … Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Revenue TimeSource: CMU subcontracting Benchmarking study 2004 Source: Gartner Group 2005 Copyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 7 Market Outlook: Low Cost Competition Factors Affecting Client’s Choice Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Source: CMU subcontracting Benchmarking study 2004 Source: CMU subcontracting Benchmarking study 2004 Copyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 8
  2. 2. Expand Market Beyond Cost … Low Cost Subcontracting Suppliers Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologySource: CMU subcontracting Benchmarking study 2004 Copyright © 2006 Boeing. All rights reserved. Source: CMU subcontracting Benchmarking study 2004 Copyright © 2006 Boeing. All rights reserved. Page 11 Software Quality What Worked and Did Not Worked Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Copyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 12
  3. 3. Quality Issues Cost of Software DefectsEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Requirement Analysis Requirements Definition Design BUGS CodingAlmost half of software subcontracting contracts did not meet quality requirementsand end up costing subcontracting suppliers their business TestingMany customers are willing to pay higher prices for higher quality products MaintenanceCustomer satisfaction = key factor to success in global subcontracting business Source: Boehm, B., Software Engineering Economics , Source: Boehm, B., Software Engineering Economics, Prentice-Hall, 1981 Prentice-Hall, 1981Copyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 15 Improve Quality = Focus on Process Find/Fix CycleEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology The quality of a software product is governed by the quality of the processes used to develop and maintain it To improve quality of the product, one must improve the quality of the processes that create the productCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 16
  4. 4. Capability Maturity Models Integration (CMMI) Software ProcessEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Source: The Capability Maturity Model: Guidelines for Improving the Software Process, Addison-Wesley, 2005Copyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 19 Global CMMI Usage ContextEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologyCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 20
  5. 5. Failure To Improve Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology* SEI Software Industry Benchmarking Study 2004 Copyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 23 Why Do So Many Improvement Efforts Fail ? The Capability Maturity Models Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Source: SEI Software Industry Benchmarking Study 2004 * Software Industry Benchmarking Study 2001 Copyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 24
  6. 6. Lessons LearnedEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologyCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 27 The Need To Link Improvement To Business ValueEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Many organizations confuse maturity level with improvement objectives Some organizations believe the maturity level is the “miracle” that can make business happen CMMICopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 28
  7. 7. Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologyCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 31Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology .Copyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 32
  8. 8. Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Business Business Value ValueCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 35Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Level 1 Level 2Copyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 36
  9. 9. Overview Of Level 2 Software Project Management PhasesEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Approved Requirements Approved Requirements Commitments Approved Requirements Commitments Allocated Requirements Commitments Commitments Review ProgressCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 39 Software Project Management Phases What Is Software Project Management?Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologyCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 40
  10. 10. Project Planning Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Copyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 43 Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Software Estimates (Scope, Functionality Schedule, Budget) Over estimates Schedule Variation Under estimatesSource: CMU Data collected from 180 software projects - 2005 Copyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 44
  11. 11. Monitoring and Control A Project PlanEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology A Project Plan should include the following:Copyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 47 Monitoring and Control Project Monitoring and ControlEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologyCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 48
  12. 12. Requirements Management Project RequirementsEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologyCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 51 Some People Believe That ... Successful Tips:Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologyCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 52
  13. 13. The Fact Is ...Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologyConfiguration Status Management Change Baseline and Management Integrity Control Accounting Planning Configuration Configuration Identification Audits and ReviewCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 55 Configuration ManagementEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Discipline Question AnswerCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 56
  14. 14. Change Management FlowEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Approve/Reject Analyze Estimate Recommend Authorize Implement Control/Storage Verify Approve Authorize BaselineCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 59 Process and Product Quality AssuranceEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology The value of QA is that it provides an independent view of project activities, process, and productCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 60
  15. 15. Quality Assurance Responsibilities Measurement ProcessEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Identify Scope Define Procedure Collect Data Take Actions Improve Process Analyze DataCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 63 Example of Project Measures Measurement and AnalysisEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologyCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 64
  16. 16. Comparison Between Level 2 and 3Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Business ValueCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 67 CMMI Level 3 Moving From Level 2 to Level 3Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologyCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 68
  17. 17. Organizational Process Focus Implement Level 3 ProcessesEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologyCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 71 CMMI and Business Goals Implement Level 3 ProcessesEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Organization’s Business Goals CMMI Current Process Capability Process Improvement Plan Training Implementation Task Reviews Data are used to verify improvement results MeasurementsCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 72
  18. 18. Organizational Process Assets Organizational Process DefinitionEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologyCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 75 Organization’s Measurement Repository Organization’s Standard ProcessesEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologyCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 76
  19. 19. Organizational Training Process Assets Library (PAL)Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologyCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 79 Training Needs and Plan DocumentationEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Training Effectiveness FeedbackCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 80
  20. 20. Providing TrainingEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Organization’s Standard ProcessesCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 83 Integrated Project ManagementEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology CustomerRequirements Document The IT Plan Monitor Work and Resolve Issues Coordinate Manage Conduct Critical Review Technical Work products Intergroup issues Dependencies InterchangesCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 84
  21. 21. Risk Management Product IntegrationEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologyCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 87 Risk or Issue? Product IntegrationEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Risk is something that has not yet occurred Requires preventive action Issue is something already occurred Requires corrective action Preventive action is cheaper than corrective actionCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 88 CC12091081.ppt
  22. 22. VerificationEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Business ValueCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 95 Quantitative Process Management ValidationEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologyCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 96
  23. 23. Correlation Between QPM and SQM Software Quality ManagementEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologyCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 99 Example: Improve Project Estimates Statistical Process ControlEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Core measures are in redCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 100
  24. 24. Improvement In Project Estimates Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Software Estimates Over estimates Schedule Variation Under estimates Source: CMU Data collected from 180 projects - 2004 Copyright © 2006 Data collectedSource: CMU Boeing. All rights reserved. from 180 projects - 2004 Copyright © 2006 Boeing. All rights reserved. Page 103 Product Lines: Maximize Benefits Engineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Source: CMU Data collected from 180 projects - 2004 Copyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 104
  25. 25. Behavior Of Higher Levels Organization Reduce Cost = Increase Software ReuseEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Percent of Software reuse Source: CMU Data collected from 180 projects - 2004Copyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 107 Business ScorecardEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Business ValueCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 108
  26. 26. Technology Change Management Defect PreventionEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information TechnologyCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 111 Process Change ManagementEngineering, Operations and Technology | Information Technology Engineering, Operations and Technology | Information Technology Rework EffortCopyright © 2006 Boeing. All rights reserved. Copyright © 2006 Boeing. All rights reserved. Page 112

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