The document provides an overview of process quality management, focusing on project management, quality management, and configuration management. It discusses the roles and responsibilities of project managers, risk management strategies, and estimation methods for project planning. Additionally, it highlights the importance of a quality management system (QMS) and relevant ISO standards in ensuring quality across projects.

1. Arab Open University
2nd
Semester, 2006-2007
M301
Unit 5.4
Process Quality Management, Human
Resources, Quality
Assurance
reem.attas@arabou.org.sa

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Topic Road Map
 Overview of process quality
Project Management
Quality Management
Configuration Management

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Project Manager Jobs
 Planning the project schedule.
 Finding the right people to work on the project and assigning them
to tasks.
 Making sure the team is properly trained and has the proper tools
and work environment.
 Keeping the project on schedule and taking action if it slips.
 To work closely with the customer (could be another part of the
organization).
 Analyzing and managing the risks.
 Making sure that the lessons learned on other projects in the
organization feed into this project and that this project’s lessons are
passed on to others.

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People Management
An important part of people management
is a combination of management and
leadership.

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Matrix Organization
A popular way of organizing a software
development company, or division within a
larger company, to accommodate such
organization-wide people management.

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… Matrix Organization

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Team Organization
Task-oriented team organization
Subsystem-oriented team organization

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Task-oriented Team Organization

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Subsystem-oriented Team
Organization

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Quality Management
Quality is fitness for purpose.
Quality Management is that aspect of the
overall management function that
determines and implements the quality
policy.

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Configuration Management
The problem of managing different
versions of items can be solved by
configuration management.

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Topic Road Map
Overview of process quality
 Project Management
Quality Management
Configuration Management

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Project Management
The process of planning a project,
estimating the work content, assigning that
work to people and scheduling when it will
happen, and then monitoring the progress
of that work and taking corrective action if
something does not go according to plan.

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Risk
The potential harm that may arise from
some present process or from some future
event.

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Risk Categories
 Project risks: those risks directly associated with the
management of the project (e.g. scheduling, personnel,
resources, customer and requirements risks).
 Technical risks: those risks concerned with the
development and technical aspects of the project (e.g.
design, implementation, maintenance).
 Business risks: those risks that can negatively affect on
the project but which derive from the client and user
environments (e.g. changes in policy in the client’s
organization).

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Risk Planning Strategies (Treatments)
Risk Avoidance.
Risk Retention.
Risk Reduction.
Risk Transfer.

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Risk Avoidance
Prevent the risk happening in the first
place.

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Risk Retention
If the risk is seen as low probability and
low cost, in other words the risk is unlikely
to occur and if it did the effects would be
minimal, the project manager might
recommend that the risk be accepted.

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Risk Reduction
It is unlikely that the project manager will
be able to eliminate risk entirely, but
controls and countermeasures can be put
in place to reduce the likelihood of a risk
and to reduce its impact should a risk
event occur.

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Risk Transfer
The costs resulting from an occurrence of
the risk event are passed on to a third
party.
Example: insurance policy.

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Estimation
 Predicting the required resources and time of a project.
 Project or system factors:
 System size: measured initially by the number of functions, the
amount of data and the number of users. At completion of the
project, it can be measured by the number of LOC.
 System complexity: a subjective measure and relates to the
interdependencies between elements of the system.

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Estimation Methods
Estimation by analogy.
Estimation by work breakdown.
Function point analysis.
COCOMO.

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Estimation by Analogy
If the software we wish to build is similar to
software we have built before, then we
can very directly use the experience from
that previous occasion or occasions.

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Estimation by Work Breakdown
An alternative approach is estimation by
work breakdown, where the work to be
undertaken is broken down into smaller
chunks that can then be estimated by
analogy.

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Function Point Analysis (FPA)
The size of systems can be accessed in
terms of the functions they perform.
An understanding of the software
functionality is gained by producing a use
case model and a class model.

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FP
 FP = Fu × Wu + Fc × Wc
 Fu is the count of the externally visible use cases that is
connected to an actor outside the system boundary.
 Fc is the count of every class in the class model of
requirements.
 Wu and Wc are adjustment factors depending on
personnel judgment of the complexity of the use cases
and classes.
 Wu is usually in the range 4 to 7.
 Wc is usually in the range 7 to 15.

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Adjusted FP
0no influence
5  essential

28. Example Page 21

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COCOMO
COnstructive COst MOdel.
What COCOMO gives us is a simple
means of converting from code size (in
KLOCs) to effort in person-months and
optimal project duration in months.

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… COCOMO
Effort is not proportional to code size.
a  nominal productivity.
b  degree of diseconomy (if >1) or
economy (if <1).

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… COCOMO
Project duration is not proportional to
effort.
c  basic duration.
d  measure of non linearity.

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The Parameter Values for Basic
COCOMO

33. Example Page 23

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A Project Plan can be Represented in
Many Ways:
 PERT charts, which show the activities as boxes with
lines joining them
 Emphasize the interdependencies and flow of critical information.
 Gantt charts, in which the horizontal direction
represents time and the vertical direction represents
activities, and which can be set out as tables, whose
rows show when the work takes place, or as bar charts,
whose horizontal bars show when the work takes place.
 Emphasize times at which things happen.

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PERT Chart Example

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Gantt Chart Example

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Monitoring (Tracking)
A large part of a project manager’s time
must be spent monitoring the progress of
the project against the project plan
(including the project schedule).

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Time-boxing
One approach to planning and monitoring
a project is to use time-boxing.
Using this approach, the project is
arranged to deliver something of use to
the customer every three to six months.

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Topic Road Map
Overview of process quality
Project Management
 Quality Management
Configuration Management

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Quality Management System (QMS)
An organization-wide mechanism for
building quality into projects and for
managing the quality control process.

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Basic Elements of a QMS

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ISO 9001
 ISO 9001 is one member of a family of
international standards, known collectively as
ISO 9000 and published by the International
Standards Organization (ISO).
 ISO 9001 is not industry-specific and describes
the quality system used to support the
development of any product that requires
design. It applies to all steps from design right
through the manufacturing process.

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ISO 9000-3
The specific needs of the software
development process have been
recognised by ISO, and a set of guidelines
for interpreting ISO 9001 in this context
have been published as ISO 9000-3.

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Components of a QMS envisaged by
ISO 9001 & 9000-3
Management responsibility.
Quality management system.
Internal quality audits.
Corrective action mechanisms.

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Capability Maturity Model (CMM)
A measure of an organization’s corporate
understanding of its development
processes.

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SPICE
ISO standard 15504, SPICE (Software
Process Improvement and Capability
dEtermination).
The objective of SPICE was to blend ISO
9000 and the CMM.

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Topic Road Map
Overview of process quality
Project Management
Quality Management
 Configuration Management

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Configuration Item
Any elementary type of thing that is
produced during a project (e.g. use case
diagrams, interaction diagrams, etc.)

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Configuration Repository
Configuration items would normally be
stored in machine-readable form in a
project repository or library or database.

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Checking in & out
 Checking in: placing a version of an item into
the repository.
 Checking out: retrieving a version of an item
from the repository is usually termed.
 When an item version is checked out, the
current preferred version (usually the latest) is
obtained unless a specific version number is
indicated.

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How to control the situation where two
people have changed the same version
of an item simultaneously?
1. Accept the first one checked in only, and disallow any later check-
ins. Only the new version is then allowed to be updated, after it has
been checked out.
2. Elaborating on 1, notify other users of a particular version as soon
as the first new version is checked in from that older version, to
warn them should they be planning an update.
3. Allow later check-in actions to create different versions even though
checked out from the same earlier version — usually this is done
using a branching structure of derivations.
4. Allow two (or more) parallel development streams, as in 3, to be
merged later, either manually or using tools.

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Baselines
Configuration versions are singled out as
special because they form a foundation
from which further development can
progress.

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Change Control
Updating a baseline in a controlled
manner.

54. TMA5 – Q4

55. Thank You!