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Transcript of Can Computer Make Mistakes? Quality in Software Development Alex Hauber – IBM Haifa Labs June...
Can Computer Make Mistakes?
Quality in Software Development
Alex Hauber – IBM Haifa LabsJune 2004
Agenda
Quality Software Quality Problems ISO 9000 Quality in HRL : 3 paradigmsLife after ISO
Can Computers Make Mistakes?
•Computers are pervasive and getting more so by the day
•Can they make mistakes?•Can we afford it?
Agenda
QualityQuality Principles in IBM ISO 9000Quality in HRL : organization, processes, procedures
what is Quality?
what is Quality?
Customer Satisfaction =
Requirements + Expectations
A customer is the most important visitor on our premise. He is not dependent on us; we are dependent on him. He is not an interruptionour work; he is the purpose of it. He is not anoutsider on our business; he is a part of it. We arenot doing him a favor be serving him; he is doingus a favor by giving us an opportunity to do so.
Mahatma Gandhi
"... People expect more from IBM, Maintaining our customers' confidence inus is a matter of execution -- in everycustomer engagement, by every IBMer,every single day ..." Lou V. Gerstner
From the CEO ...
Any Quality initiative at IBM must be consistent with our first three guiding principles:
The Marketplace is the driving force behind everything we do.
At our core, we are a technology company with an overriding commitment to Quality.
Our primary measures of success are customer satisfaction and shareholder value.
From the CEO ...
In support of those principles, we have instituted a single Corporate Policy on IBM Quality. It states:
IBM has an overriding worldwide commitment to the quality of the products, solutions and services we provide to our customers. Quality is recognized as a fundamental component of the value customers receive from IBM.
IBM is committed to the goals of achieving total customer satisfaction, delivering superior products, solutions, services and exceeding customer requirements. Recognizing that the marketplace is the driving force behind everything we do, IBM implements effective business processes that support value creation for our customers and our stakeholders.
IBM leaders are responsible for establishing objectives and using measurements to drive continual improvement in Quality and in customer satisfaction. All IBMers are expected to contribute to continual improvement as an integral part of our Quality management system.
From the CEO ...
Beyond that renewed policy, our longstanding existing Corporate Instruction #105 requires that:
Each new IBM product is to be better in reliability, availability and serviceability than the comparable product it replaces, including competitive offerings.
Agenda
Quality Software Quality Problems ISO 9000 Quality in HRL : 3 paradigmsLife after ISO
SW Product
Customer view
Functional Specs
Programmer view
From Requirements to Product
Software Quality Problems
•Once the software is developed, how do we know it is correct?
•Validation vs Verification•How do we assure RAS ?
Software Quality Problems
•Software is almost always part of a system, a complex system
SQA Problems
•Dynamic Testing–black box–white box
•Static Testing•none is complete
• “In most cases, the projects that achieve the lowest defect rates, also achieve the shortest schedules”
• “IBM was the first company to discover that…” Jones 1991
Software Quality Problems
•Can (and frequently does) begin with the coding !
Agenda`
Quality Software Quality Problems ISO 9000 Quality in HRL : 3 paradigmsLife after ISO
ISO 9000 Principles
Say What You DoDo what You SayProve It
ISO 9000 Principles
Say What You Do - ProceduresDo what You Say - ImplementProve It - Audits
•- complexity
The need for Procedure
The Process Management Premise
• The quality of a (software) system is largely governed by the quality of the process used to develop and maintain it
• This premise implies focus both on process and on product
IBM Geographies
NAEMEA
LA
AP
S&D ESGSWG TG
PSG GS
Tier 1 Corporate Processes
Tier 2 GroupCustomized Processes
Tier 3 Locally Customized Processes / Procedures
IBM G Q M S Framework
Divisions
Geographies
Business Units
Tier 4 LocalBusiness Unit Procedures
GS - Global Services
SWGTG
- Software GroupTechnology Group
PSGESG
- Personal Systems GroupEnterprise Systems Group
S&D - Sales and Distribution Group
Hursley
ISO 9001:2000
Quality Management System Documentation
Document ControlControl of Quality RecordsInternal AuditControl of Nonconforming ProductCorrective ActionPreventive Action
Quality Management SystemScope/ExclusionsProcess Interaction
Product RealizationProcesses & subprocesses
Meet product requirementsMeasurable & consistent withQuality Policy
Commitment to:Comply with RequirementsContinual Improvement
Framework for Establishing & Reviewing Quality Objectives
Procedures
Processes
Manual
Objectives
Policy
Qua
lity
Rec
ords
Spe
cial
Typ
e of
Doc
umen
t
Server Group
Personal Systems Group
Software Group
Global Services
Sales and Distribution
Market Planning
Integrated Product Development
Integrated Ser- vice OfferingDevelopment
Integrated Supply Chain
Procurement
Human Resources
Legal
Finance
Chief Information Officer
Technology Group
Customer Relationship Management
Fulfillment(Hardware)
Fulfillment(Software)
Storage Systems Group
Marketing
Corporate Business Processesand Supporting Organizations
ISO 9000 Principles
Internal Audits - ongoingExternal Audits - once a year
Agenda
Quality Software Quality Problems ISO 9000 Quality in HRL : 3 paradigmsLife after ISO
Ordered Development:
1st paradigm: Planning
Plan, Plan, Then Re-PlanIdentify Risks EarlyDevelop in Parallel
Planning Philosophy and Strategy
Plans are uselessPlanning is priceless
Planning Philosophy and Strategy
Ordered Development:
2nd paradigm: Design before Implementation
Development ProcessRegular Project
DOU/Contract
Maintenance
Process
ReviewProcess Test
ProcessFunc Spec
High Level Design
Low Level Design
CODING
FVT
SVT`PDP
QualityRecords
Development Process
Research ProjectsReviewProcess
DOU/Contract
Feasibility
DesignQualityRecords
PDP
Prototype
Go/No GoDecision
The spiral Model
• Start small and expand the scope of the project in increments, only after reducing the risk to an acceptable level
Ordered Development:
3rd paradigm: Reviews !!!
Reviews
•Design Reviews•Code Reviews
Reviews - is not ...
A Review is NOT ....
Reviews - is rather ...
A Review is rather ....
Review guidelines
define attendees and review leaderprepare and distribute all material beforehand
DO NOT present review material at reviewno need to write minuteswrite a review summary: subject, date, attendees, final outcome
document action items: action, responsible,target date
follow up until all a.i. are closed
Discussion rules
Listen to your peersYou can not argue with factsIt is not the one who shouts the loudest who is right
Code review
Peer reviewImperative to have Coding StandardsCycling – fringe benefit of code familiarity throughout the group
Life after ISO
•Reuse•OO – Java•OO – UML•Open Source
Effective Deployment of 6 Best Practices- by Rational
• 1.Develop software iteratively
• 2. Manage requirements
• 3. Use component-based architectures
• 4. Visually model software
• 5. Verify software quality
• 6. Control changes to software
Life after ISO
•CMMI – Capability Maturity Model Integration
--- The End ---
? You are not allowed to comment to outsiders regarding IBM's business performance or prospects anywhere in the world at anytime. The only exception to this rule is when such comments are carefully coordinated in advance with the appropriate legal, communications and corporate Investor Relations functions.
? You are not allowed to make any comment on rumors. When asked about any rumor -- including any rumor about business results, acquisitions or divestitures or management changes -- we say “IBM has a policy of not commenting on rumors”. This means we do not deny, affirm, wink or nod. The reason for this policy is simple -- once a company begins to deny baseless rumors, it may be obligated to affirm rumors that have some basis in fact. If a company denies a rumor that has some truth to it, the company is exposed to litigation for misleading the market
Comments on IBM business performance
Comments on IBM business performance
When executives do not follow these rules, companies lose millions in litigation, reputations are ruined and jobs are lost. There are no excuses for failure, and you need to make sure that all your people understand these rules.
Karl TaborskyDirector of Customer Satisfaction & QualityEMEA - A - 1020 Vienna
ISO 9000 Principles
Internal Audits - ongoingExternal Audits - once a year
--- Backup Foils ---
Plan, Plan, Then Re-PlanIdentify Risks EarlyDevelop in Parallel
Design Philosophy and Strategy
Letter of the CEO In S&T we have set ourselves a demanding standard for quality. Our objective is to provide a competitive system, products and services which fullymeet our internal and external customers' requirements first time, on time and every time. The quest for quality in S&T is part of overall IBM commitment to excellence. The policies and principles contained in this manual are based on the Corporate QualityValues and ISO 9000 standards, and are designed to help S&T to adopt a systematic approach to quality. Our customers, now and in the future, will judge S&T on the overall quality of theproducts and services we deliver. Quality means conformance to requirements. If we get it right, if we satisfy the customers' needs, they will continue to work with us. Animportant part of our business strategy is developing unique high quality software and hardware products. A continuous progress in all areas of our business, acquisition of new knowledge assets, increase in productivity and quality will continue to keep S&T superior to the competition. I am pleased to approve the contents of this Quality Manual and the quality procedures listed therein for immediate implementation in S&T. Dr. J. Raviv, CEO Science and Technology, IBM Israel October 1996
a
Senior Vice President &Group ExecutiveSoftware Group
S.M. (Steve) Mills
Solutions & StrategyApplication & Integration MiddlewareDatabase ManagementTivoli SystemsLotus Development
Senior Vice President & Group Executive
Sales & Distribution
J.M. (Mike) Lawrie
Global Small BusinessGlobal Midmarket BusinessGlobal Industry SectorsGlobal Business PartnersGlobal Net Genibm.comAmericasAsia PacificEurope/Middle East/Africa
Senior Vice President & Group ExecutiveGlobal Services
D.T. (Doug) Elix
Integrated Technology ServicesBusiness Innovation ServicesStrategic Outsourcing
Senior Vice President &Group ExecutiveGlobal Financing
J.C. (Joe) Lane
Senior Vice PresidentCommunications
J.C. (Jon) Iwata
Senior Vice President &Chief Financial Officer
J.R. (John) Joyce
Senior Vice PresidentGeneral Counsel
L.R. (Larry) Ricciardi
Senior Vice PresidentHuman Resources
J.R. (Randy) MacDonald
Senior Vice PresidentMarketing
A.F. (Abby) Kohnstamm
ResearchProcurement
Senior Vice PresidentStrategy
J.B. (Bruce) Harreld
Vice Chairmanof the Board
J.M. (John) Thompson
Senior Vice PresidentCorporate Technology
& Manufacturing
N.M. (Nick) Donofrio
General ManagerPersonal & Printing
Systems Group
R.W. (Bob) Moffat, Jr.
Personal ComputersPrinting Systems Div.Retail Store Solutions
Senior Vice President & Group Executive
Technology Group
J.E. (John) Kelly III
MicroelectronicssStorage Technology DivisionDisplaysAPTO
Senior Vice President & Group Executive
Server Group
W.M. (Bill) Zeitler
Enterprise ServersWeb ServersMid-Market ServersAppliance ServerxSeries
Senior Vice President & Group Executive
Storage Systems Group
L.S. (Linda) Sanford
Storage Networking SolutionsDisk ProductsTape ProductsStorage Management Software
CORPORATE ORGANIZATION
January 2002
IGF AmericasIGF Asia PacificIGF EMEAIGF Acquisitions & StrategicAlliancesGlobal Asset Recovery ServicesIBM Credit Union
Chief Executive Officer& Chairman
L.V. (Louis) Gerstner, Jr.
Board of Directors
President & Chief Operating Officer
S.J. (Sam) Palmisano
Business Transformation/CIOBusiness Transformation/CIO
HRL Quality System Structure
Project 2Project 1 Quality Rep
Group Manager
Department Manager
Lab Director
Quality Manager
Quality Coordinator
Quality Steering Committee
Rank 1996 1997 1998 1999 2000 1H01
1 HITACHI DELL DELL CISCO CISCO CISCO
2 DELL HP HITACHI DELL DELL DELL
3 HP COMPAQ HP IBM IBM IBM
4 COMPAQ HITACHI IBM GWAY HP GWAY
5 SUN SUN SUN HP GWAY HP
6 NOVELL IBM COMPAQ SUN SUN NEC
7 IBM DEC DEC HITACHI COMPAQ COMPAQ
8 TOSHIBA NOVELL NOVELL NOVELL FUJITSU SUN
9 MSOFT. UNISYS FUJITSU COMPAQ SAP AG FUJITSU
10 DEC NEC NEC NEC ORACLE SAP AG
Cisco 79.0
Dell76.5
IBM 75.8
Worldwide Overall Satisfaction:IBM Relative To Competition
Actual 1H01 = +0.3 Target YE01 = +1.5
Customer Satisfaction - Direct 1H02
Agenda
QualityQuality Principles in IBM ISO 9000Quality in HRL : organization, processes, procedures
Agenda
QualityQuality Principles in IBM ISO 9000Quality in HRL : organization, processes, procedures
Balanced View of Quality
Use internal and external performance measures to obtain
a balanced view of quality Internal product quality metrics
IWTSMeasure satisfaction with the people and
process from customer's point of
view
External Measure
People and Process
External Measure
Product Quality
PIQTSMeasure
satisfaction with the
product from customer's
point of view
Internal Measures
ISO 9000 Principles
origins in European Common Marketcustomer's point of viewbased on process control vs product controlrequired in ECCwhy HRL chose to adopt it