SOFTWARE MANAGEMENT

PROCESS
Software Quality
Lect. Nguyn Ngc T
Tu.NguyenNgoc@hoasen.edu.vn
1
Quality is never an accident; it is always the
result of intelligent effort.
John Ruskin
SQM - (C) NNTu
CONTENTS
Project quality management
PDCA
CMMi
Lean Six Sigma
Multiple approaches

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PROJECT QUALITY MANAGEMENT

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Are we building the
right product? Are
we building the
product the right
way?
Code and
document
management of
multiple versions of
files and documents
ISO, Six Sigma,CMM,
Deming, Baldrige
Continuous
improvement and
maturing IT project
management
processes
PDCA

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WP5: Capacity Building
WP6: Practical Application
WP7: Principles and Criteria
WP8: Policy Development
WP4: Tools
CMMI

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EIA / IS
632
ISO/IEC
15288
Mil-Std-
499B
Mil-Std-
499A
1994
1994
1994
1998
2002
1974
(Not Released)
Mil-Std-
499
1969
(Trial Use)
IEEE
1220
1998
(Full Std)
Legend
Supersedes
Source for
EIA
632
1998
EIA/IS
731
SE CM
IEEE
1220
(Full Std)
(Interim Standard)
2002
CMMI
-

SE/SW/IPPD
(Interim Standard)
(FDIS)
ISO/IEC
19760
2002
(PDTR)
2002
ISO/IEC
15504
(FDIS)
Standards for Systems Engineering, Jerry Lake, 2002
CMMI FRAMEWORK

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CMMI 3 TYPES

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DEV SVC
ACQ
16
PAs
1 PA
6+1 PAs 5 PAs
6 PAs
CMMI-DEV - Development
CMMI-SVC - Services
CMMI-ACQ - Acquisition
TWO COMPLIMENTARY APPROACHES

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Data-Driven (e.g., Lean Six Sigma)



Clarify what your customer wants (Voice of
Customer)
Critical to Quality (CTQs)
Determine what your processes can do (Voice of
Process)
Statistical Process Control
Identify and prioritize improvement
opportunities
Causal analysis of data
Anticipate your customers/ competitors (Voice
of Business)
Design for Six Sigma
Model-Driven (e.g., CMMI)



Determine the industry best practice
Benchmarking, models
Compare your current practices to the model
Appraisal, education
Identify and prioritize improvement
opportunities
Implementation
Institutionalization
Look for ways to optimize the processes
BASIC BUILDING BLOCKS

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Project Management
Project Planning
Project
Monitoring and
Control
Supplier
Agreement
Management
Integrated Project
Management)
Risk Management
Quantitative
Project
Management
Engineering
Requirements
Development
Requirements
Management
Technical
Solution
Product
Integration
Verification
Validation

Support
Configuration
Management
Process and
Product Quality
Assurance
Measurement
and Analysis
Decision
Analysis and
Resolution
Causal Analysis
and Resolution
Process
Management
Organizational
Process Focus
Organizational
Process
Definition
Organizational
Training
Organizational
Process
Performance
Organizational
Performance
Management
Implemented by
each project
Implemented by
the organization
CMMI & PROCESS IMPROVEMENT

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CMMI DEV & SVC

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CATEGORY
M
A
T
U
R
I
T
Y

L
E
V
E
L

Process
Mgt Project Management
Service Establishment
and Delivery
Support
2
3
4
5
OID
OPP
OPF
OPD*
OT
QPM
IPM*
RSKM
PP*
PMC
REQM
SAM*
CAR
DAR
CM
PPQA
MA
Service Continuity
Management (SCON)
Capacity and
Availability
Management (CAM)
Strategic Service
Management (STSM)
Service System
Transition (SST)
Incident Resolution
and Prevention (IRP)
Service Delivery (SD)
Service System
Development (SSD)
[ADDITION]
CMMI TYPICAL BENEFITS

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Reduced costs
33% decrease in the average
cost to fix a defect (Boeing)
20% reduction in unit
software costs (Lockheed
Martin)
Faster Schedules
50% reduction in release
turnaround time (Boeing)
60% reduction in re-work
following test (Boeing)
Greater Productivity
25-30% increase in
productivity within 3 years
(Lockheed Martin, Harris,
Siemens)
Higher Quality
50% reduction of software
defects (Lockheed Martin)
Customer Satisfaction
55% increase in award fees
(Lockheed Martin)
CMMI L3

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Policies, Processes,
Templates & Tools
Best-Practice Libraries
Process Group
Audits & Appraisals Measurement Repositories
Predictive Modeling
Developing and maintaining mature processes requires
significant time and investment in infrastructure
Process Improvement Training Program
Communications
0
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10
15
20
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5
10
15
20
25
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Component #
LSS LEAN SIX SIGMA

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Defects
Defects
Too early Too late
Delivery Time
Reduce
variation
Delivery Time
Too early
Too late




Spread of variation too
wide compared to
specifications
Spread of variation
narrow compared to
specifications
DMAIC

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Define
Control Analyze Improve Measure
Define
project
scope
Establish
formal
project
Identify
needed
data
Obtain
data set
Evaluate
data quality
Summarize
& baseline
data
Explore
data
Characterize
process &
problem
Identify
possible
solutions
Implement
(pilot as
needed)
Define
control
method
Implement
Update
improvement
project scope
& scale
Document
Select
solution
Evaluate
WASTES IN PRODUCTION

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Types
of
Waste
CORRECTION
WAITING
PROCESSING
MOTION
INVENTORY
CONVEYANCE
OVERPRODUCTION
Repair or
Rework
Any wasted motion
to pick up parts or
stack parts. Also
wasted walking
Wasted effort to transport
materials, parts, or
finished goods into or
out of storage, or
between
processes.
Producing more
than is needed
before it is needed
Maintaining excess
inventory of raw matls,
parts in process, or
finished goods.
Doing more work than
is necessary
Any non-work time
waiting for tools,
supplies, parts, etc..
MULTIPLE APPROACHES

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Process
Effectiveness
Program
Effectiveness
Mission
Assurance &
Enterprise
Excellence
Operations
Effectiveness
Dashboards for Enterprise-
Wide Measurement
Communications &
Best-Practice Sharing
Robust Governance Model
(Policies, Processes,
Procedures)
Risk Management
Systems Engineering
Independent Reviews
& Cost Estimates
Training, Tools, &
Templates
CMMI Level 5 for Software, Systems,
and Services
ISO 9001 and AS-9100 Certification
Six Sigma
MULTIPLE APPROACHES

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Internal
Best Practices
ISO/AS9100
Findings
CMMI Appraisal
Findings
Policy
Procedures
Process
Checklists and
Guides
Templates and
Examples
Independent
Audits
Systems/
Software
Engineering
Process Group
QMS Working
Group
Program
Management
Advisory Board
Lessons Learned
& Metrics
Customer
Comments
Configuration
Control Board
External
Best Practices
Industry
Standards
Six Sigma
Projects

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Q/A ?!
TOOLS
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USEFUL TOOLS
Seven basic tools
Audits
Cost of quality (COQ)
Statistical process control (SPC)

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USEFUL TOOLS
Creativity tools
Customer surveys
Failure mode and effects analysis (FMEA)
Benchmarking
Design of experiments (DOE)
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USEFUL TOOLS
Seven management tools
Employee surveys
Quality function deployment
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MI-10

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Audit Area
5S
Sorting
Systematic Arrangement
Sweeping
Systems
Self-discipline
Audit Factors
Right Location
Right Qty
Right Container
Communication System

Identification Boards
Production Control Boards
Slogan
o Mixing in one box
o Easy to find
o Floor/conveyor
o 5S Map/Checklist
o Always clean
o Location Marking
o Standard Stock
o Box, trolley
o Office/Supervisor/
Operator
o Area/Location
o Monthly,Daily,Hourly
o Line/Shop Slogan
Keep Basics
EESH
Self Management
Multi Skill
Vendor Development
Q A System
Material Flow
Maintenance
Productivity Mgt.
T5S
Mi-10 items
1
2
3
4
5
6
7
8
9
10
3R
Visual
Management
7 NEW QUALITY TOOLS
Affinity diagrams (for brain storming)
Arrow diagrams (can be simple or used with CPM & PERT)
Matrix data analysis
Matrix diagrams
Program decision program charts
Relationship diagrams
Tree diagrams
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Q/A ?!