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Software Project Management(SPM)
Software Quality Management
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R eading Assignment
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Software Project Management, Bob Hughes and Mike
Cotterell, McGraw-Hill, 3rd Edition.
�Chapter 12
A Guide to the Project Management Body of
Knowledge, PMI Publications, 3rd Edition, 2004
�Chapter 8
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Software Project Quality Management
The Activities that Determine Quality POLICIES,OBJECTIVES, RESPONSIBILITIES.
It includes the PLANNING, ASSURANCE and
CONTROL of the POLICIES, PROCEDURES and
PROCESSES
Forecast the End Result Quality during the
Development Stages
Special Characteristic of Software:
± Increasing Criticality and Importance of Software
± Intangibility of software is a source for Unpredicted Errors
± Software Errors are accumulating through the project life
cycle
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Software Product Quality Factors Product Operation:
± Correctness (follow specifications),
± Reliability (number of errors, fault tolerance, simplicity),
± Efficient (optimize resources usage: storage, memory, CPU)
± Integrity (access control & audit to processes and data)
± Usability (ease of use/training, operation)
Product Revision (changes, enhancements)
± Testing (effort required, regression tests)
± Flexibility (effort required to modify the functionality)
± Maintenance (effort required to locate and fix a bug:modularity, no duplication of code, documentation)
Product Flexibility (Transition)
± Portability (change h/w, operating system, compiler, etc)
± Interoperability (integrate with other systems, flexible dataand interface structures)
± Reusability (can be used as part of another application as a
whole or parts ± platform free, modular design)
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Software Quality Standards
ISO 9001 (International Organization for Standardization) ± Defines the needs from a monitor & control system to check
quality
± Certification of the Design, Development, Production,
Installation an Service Processes
± Describes the fundamental features of Quality Management
System (QMS)
± Useful in selecting a sub-contractor with ³best practices´
quality processes.
± Deals with quality of the development process, not with the
quality of the product
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ISO 9001 Principles ± Determine the NEEDS and Expectations of the customer
± Establish Quality Policy and imply the actual quality objectives ± Design the project activities to include the quality objectives
± Assign responsible parties to all the quality objectives
± Allocate enough and knowledgeable resources
± Implement methods to measure the quality objectives in each
process ± Collect & Analyze the Measurements and Identify discrepancies
± Define action items to eliminate the cause of the discrepancies
± Documentation (follows quality manual ) of the actual (updated)operation of an activity that includes objectives, plans, proceduresand records
± The QMS is well managed and knowledgeable resources are assigned tothe Quality Management Process.
± Demonstrate that the Production Process is well defined, designed,recorded, communicated and measured.
± Sub-Contractors and Purchasing are managed in the same manners.
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CMM ± Capability Maturity Model Software Development Methods and Tools which are Likely to
produce Quality Software
Software Companies are assigned a level ( 1 to 5 ) of ProcessMaturity that indicates the quality of their software productionpractices
Level 1: Initial Level
± Default level, no defined quality process throughout the
organization. Some projects may adopt some measures. Level 2: Repeatable Level
± Basic Project Management in place, not in the activities level
Level 3: Defined Level
± Project Management Plan is well defined at all levels
Level 4: Managed Level ± Products & Processes are Measured and Controlled
Level 5: Optimizing Level
± Process Improvement is introduced based on documenteddata gathered from previous projects, processes.
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Quality Planning Identify the Project Quality Standards
Determine how to Satisfy the Standards Inputs:
± Enterprise Factors (law, regulations, standards)
± Organizational Factors ( QA policies)
± Scope Statement (objectives, thresholds, acceptance
criteria, performance criteria, etc.) ± Project Management Plan
Tools & Techniques
± Cost Benefit Analysis
� Cost Of Quality: Expenses associated with the ProjectQuality Management
� Benefit: Less Rework, higher productivity, lower cost,higher stakeholder satisfaction
± Benchmarking Compare the project process practices toother projects to get ideas for improvements
± Others: Brainstorming, Flowcharts
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Quality Planning - Output Quality Management Plan
± How the project management will implement the quality policy ± Quality Control Plan
± Quality Assurance Plan
± Continuous Improvement Plan
Quality Metrics
± Detailed Plan of what will be measured, actual values Quality Checklist
± Structured tool. Process, Activity based. Templates can beavailable from prior projects or QA organizations.
Quality Baseline
± The quality OBJECTIVES of the project
± The basis for measuring and reporting
Process Improvement Plan
± Identification of WASTE and NON-VALUE ADDED activities
± Set T ARGETS for Improved performance
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Quality Assurance - QA A QA Department in the Organization
Observe that the project will employ all processes
needed to meet Quality Targets
QA support & Knowledge Base
Provides Umbrella for Continuous Process
Improvement
Recommend Corrective Actions and Updates to the
Project Plan
Update Organizational Process Assets
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Software Metrics³You Can Not Control What You Can Not Measure´
Retain Records (historical data) ± Used to evaluatefuture projects (sizing,schedule, cost, effort)
Problem Reporting ± Supply Information about
problem fixing (cycle, time, amount, frequency, etc.)
Quality Assurance Plan ± Define QualityT
hresholds(What is the definition of ³Low System Complexity´)
Corporate Quality Goals ± Measure progress toward
the Goals
Types of Software Metrics
± Directly Observed: Number of Test Cases, Project Cost
± Predicted: Project Baseline Cost, Estimate To Complete
± Calculated: Productivity=KLOC/Staff-Months
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Useful Metrics
Precise or Defined with Clear Tolerance,
Well Defined Methods of Data Collection
Helps to Measure the Organization/Project Quality
Goals Simple & Easy to understand
Inexpensive to Use
Robust
Consistent and Used Over Time Easy To Collect
Easy to Access (online)
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Software Metrics ± Examples of
Direct Observations Control Chart - Upper/Lower Control Limit ( Usually
the Corporate or Project Quality Targets) ± Actual Measures per Module/Activity VS Corporate Goals.
The Average Project Measurement implies the overallproject compliance. Deviation from the control limits indicate
problem in a specific Module/Activity ± Typical Metric: Design Review Hours Invested per Module.
Total Hours to investigate and resolve problem per predefined problem types (interface, documentation,input data, computational, etc.)
Defects Discovered and Defect Fixed Over Time Mean Age of: Open Problems at the end of the Month
Closed Problems at Month End
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Continuous Process Improvement
Main Goals: ± Continuous Improvement in Resource Planning (increase
the probability to deliver accurate estimates)
± Continuous Reduction in Waste/Non-Productive Project Activities.
± Continuous Improvement in Other Corporate Quality Goals
Values in Software Activities
± Value Added: Design, Code, Test, Install, Etc.
± Non Value Added but Essential: Acceptance Testing, Setup,Training, Etc.
± Non Value Added and Nonessential: Retest, Rework,
Management, Installing Software Tools, Delays, Etc. Value Metrics: Value/Total, Non-Value Essential/Non-
essential, Value+Essential/Total
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Quality Control - QC
Monitor SPECIFIC project results to determine itscompliance with the Quality Standards
Identify ways to eliminate C AUSES of unsatisfactoryresults
Continuous Process
Uses Sampling and Probability analysis Analysis Types
± Prevention & Inspection
± Sampling (check conformance (Yes/No) to standards, goals,Etc)
± Variables Sampling ± Level Of Conformance withStandards/Goals
± Special Causes/Unusual Events
± Tolerance (results fall within/outside the control limits)
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QC ± Tools & Techniques Cause & Effect Diagram
± Per Major Defect (E.G: Users Interface Issues)
± Cause: Guidelines not Followed
� Reasons: Did not read the guidelines(no time), Can not
find the guidelines (No central Location)
± Cause: Lack of users feedback� Reasons: Lack of users resources, Prototype not clear
enough, No process to get early feedbacks
Control Charts
Flowcharting (activities, decision points, sequencing) ± Can
point potential quality issues Histogram ± Number of Defects per Problem Type
Pareto Chart ± 80/20 rule. Order Defects by Number of Defect
and focus on those that causes the majority
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QC ± Tools & Techniques (Cont.) Run Charts/Scatter Diagram (indicate trends over time)
Examples:
± Failure rate (defect found per test hour) over Cumulative test
time
± New Defects/Resolved defect per week over weeks
Statistical Sampling
Inspection
Defect Repair Reviews
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