CS410CS4101400-1550 T, H1400-1550 T, H

T’Christopher Gardner

AdministriviaAdministrivia

T’Christopher GardnerT’Christopher Gardner Office Hours half hour before and after Office Hours half hour before and after

classclass tchris@turningwheel.nettchris@turningwheel.net

– 337-3909 if you desperately need me :) 337-3909 if you desperately need me :) The Handouts The Handouts The ProjectsThe Projects

Specification: Standard Gauge Specification: Standard Gauge Train Tracks 4’ 8.5”Train Tracks 4’ 8.5”

They’re built that way in England They’re built that way in England – England makes much of the world’s Rail linesEngland makes much of the world’s Rail lines

They were built by the people who built the They were built by the people who built the pre-railway Tramwayspre-railway Tramways

The tram people used the same jigs and The tram people used the same jigs and tools used for building Wagonstools used for building Wagons

Specification: Standard Gauge Specification: Standard Gauge Train Tracks 4’ 8.5”Train Tracks 4’ 8.5”

Wagon wheels had to operate over rutted Wagon wheels had to operate over rutted roadsroads

Roads were built by the RomansRoads were built by the Romans– Transportation system for LegionsTransportation system for Legions– Ruts created by ChariotsRuts created by Chariots

» Chariots are the width of 2 horses/harnessesChariots are the width of 2 horses/harnesses

Any Any UnexpectedUnexpected Results of the Results of the Specification?Specification?

SRBsSRBs– Thiokol, UtahThiokol, Utah

A major design feature of, arguably, the A major design feature of, arguably, the most advanced transportation system in the most advanced transportation system in the world was defined by a horse’s bottom...world was defined by a horse’s bottom...

Software Quality EngineeringSoftware Quality EngineeringCS410CS410Class 1Class 1

Quality Overview, TQMQuality Overview, TQM

What is Software Quality?What is Software Quality? Conformance to requirements (Crosby)Conformance to requirements (Crosby)

– Problems:Problems:

» What if requirements are wrong?What if requirements are wrong?

» How do you know if requirements are being met?How do you know if requirements are being met?

Fitness For Use (Juran/Gruna)Fitness For Use (Juran/Gruna)– Problems:Problems:

» How many different ways are there for a customer to ‘use’ a How many different ways are there for a customer to ‘use’ a product?product?

Customer’s view of QualityCustomer’s view of Quality– Perceived value of the product based on price, performance, Perceived value of the product based on price, performance,

reliability, and satisfactionreliability, and satisfaction

Two Perspectives on QualityTwo Perspectives on Quality ““small q”small q”

– Intrinsic product qualityIntrinsic product quality» defect rate - how many bugs, or missing functionsdefect rate - how many bugs, or missing functions

» What is considered a defect to the customer?What is considered a defect to the customer?

» reliability - how often it failsreliability - how often it fails

““big Q”big Q”– Broader level of qualityBroader level of quality

» product qualityproduct quality

» process qualityprocess quality

» customer satisfactioncustomer satisfaction

Two Perspectives (cont.)Two Perspectives (cont.) Will a good “q” guarantee customer satisfaction?Will a good “q” guarantee customer satisfaction?

– IssuesIssues» PerformancePerformance

» RequirementsRequirements

» ServiceService

» DocumentationDocumentation

Can you achieve a good “Q” without a good “q”?Can you achieve a good “Q” without a good “q”?– Bugs and poor reliability lead to poor customer Bugs and poor reliability lead to poor customer

satisfactionsatisfaction

Quality ParametersQuality ParametersQuality attributes to quantify Customer SatisfactionQuality attributes to quantify Customer Satisfaction

IBM - CUPRIMDSOIBM - CUPRIMDSO– CCapabilityapability

– UUsabilitysability

– PPerformanceerformance

– RReliabilityeliability

– IInstallabilitynstallability

– MMaintainabilityaintainability

– DDocumentationocumentation

– SServiceervice

– OOverallverall

Hewlett-Packard - FURPSHewlett-Packard - FURPS– FFunctionalityunctionality

– UUsabilitysability

– RReliabilityeliability

– PPerformanceerformance

– SServiceabilityerviceability

Quality Parameters (cont.)Quality Parameters (cont.) Weighting of parametersWeighting of parameters Characteristics of system will help Characteristics of system will help

determine what’s importantdetermine what’s important– What is important here?What is important here?

» Life support systemLife support system

» Word processorWord processor

» Network based systemsNetwork based systems

Trade-offs (see fig 1.1 p. 6)Trade-offs (see fig 1.1 p. 6)

Customer(s) of QualityCustomer(s) of Quality Who is the customer of Quality?Who is the customer of Quality?

– External - the ones who buy/use the productExternal - the ones who buy/use the product– Internal - the ones at the next phase of the Internal - the ones at the next phase of the

development processdevelopment process Process quality vs. Product QualityProcess quality vs. Product Quality

– Which is more important?Which is more important?– Are they related?Are they related?– Can you achieve good product quality without Can you achieve good product quality without

having good process quality?having good process quality?

Total Quality Management (TQM)Total Quality Management (TQM) Term coined by the U.S. Navy (1985) to Term coined by the U.S. Navy (1985) to

encompass various quality methods and ideas encompass various quality methods and ideas from the 70’s and 80’s.from the 70’s and 80’s.

A A management stylemanagement style aimed at achieving long-term aimed at achieving long-term success by linking quality with customer success by linking quality with customer satisfactionsatisfaction

A A corporate culturecorporate culture where all team members where all team members participate in the improvement of processes, participate in the improvement of processes, products, and servicesproducts, and services

Total Quality Management (cont.)Total Quality Management (cont.) TQM is used today by many large and TQM is used today by many large and

small companies:small companies:– Hewlett-Packard Total Quality ControlHewlett-Packard Total Quality Control

» Malcolm Baldrige National Quality Award Malcolm Baldrige National Quality Award (MBNQA) awarded 1988(MBNQA) awarded 1988

» Focus on management commitment, leadership, Focus on management commitment, leadership, customer focus, total participation, and systematic customer focus, total participation, and systematic analysisanalysis

» Strategies and plans drive quality improvements, Strategies and plans drive quality improvements, efficiency, and responsivenessefficiency, and responsiveness

Total Quality Management (cont.)Total Quality Management (cont.)– Motorola Six Sigma StrategyMotorola Six Sigma Strategy

» Focus on achieving stringent quality levels in order Focus on achieving stringent quality levels in order to obtain total customer satisfactionto obtain total customer satisfaction

» Cycle time reduction and participative management Cycle time reduction and participative management are key elementsare key elements

– IBM Marked Driven QualityIBM Marked Driven Quality» MBNQA awarded 1990 for AS/400 developmentMBNQA awarded 1990 for AS/400 development

» Focus on defect elimination, cycle time reduction, Focus on defect elimination, cycle time reduction, customer satisfaction, and MBNQA adherencecustomer satisfaction, and MBNQA adherence

» ““Customer is final arbiter”Customer is final arbiter”

Key elements of TQMKey elements of TQM

Customer focusCustomer focus - Understand customer - Understand customer wants and needs. Measure and manage wants and needs. Measure and manage customer satisfaction.customer satisfaction.

ProcessProcess - Stabilize process and achieve - Stabilize process and achieve continuous process improvement. Product continuous process improvement. Product quality will be enhanced through process quality will be enhanced through process improvementimprovement

Key elements of TQM (cont.)Key elements of TQM (cont.)

Human side of qualityHuman side of quality - Create a company - Create a company culture about quality. Focus areas: culture about quality. Focus areas: Management, leadership, empowerment, Management, leadership, empowerment, social, psychological and human factors.social, psychological and human factors.

Measurement and analysisMeasurement and analysis - Drive - Drive continuous improvement in all quality continuous improvement in all quality parameters through a goal-oriented parameters through a goal-oriented measurement system.measurement system.

Organizational FrameworksOrganizational Frameworks Designed to substantiate the TQM philosophyDesigned to substantiate the TQM philosophy Quality Improvement Paradigm (QIP)Quality Improvement Paradigm (QIP)

– Continuous improvement based on a set of evolving Continuous improvement based on a set of evolving goals, and evaluation of these goalsgoals, and evaluation of these goals

» 1 - Characterize the project1 - Characterize the project

» 2 - Set the goals2 - Set the goals

» 3 - Choose appropriate process3 - Choose appropriate process

» 4 - Execute process (and gather data)4 - Execute process (and gather data)

» 5 - Analyze data5 - Analyze data

» 6 - Package the experience for reuse6 - Package the experience for reuse

Organizational Frameworks (cont.)Organizational Frameworks (cont.)

Capability Maturity Model (CMM)Capability Maturity Model (CMM)– Developed by SEI at Carnegie-Mellon Univ.Developed by SEI at Carnegie-Mellon Univ.– Based on an organizational self-assessmentBased on an organizational self-assessment– 5 defined levels of maturity5 defined levels of maturity– Action plans to achieve the next level are setAction plans to achieve the next level are set– Each level has characteristics and expectationsEach level has characteristics and expectations– Level 5 is a “continuous improvement” levelLevel 5 is a “continuous improvement” level

Key ConceptsKey Concepts Quality is hard to define and measureQuality is hard to define and measure

– ““I know it when I see it”I know it when I see it”

If you can’t measure it - You can’t manage itIf you can’t measure it - You can’t manage it– Quality and metrics are closely linkedQuality and metrics are closely linked

Quality is hard to achieveQuality is hard to achieve Corporate culture and management style drive Corporate culture and management style drive

qualityquality Customer satisfaction is the true test of qualityCustomer satisfaction is the true test of quality Who cares about quality awards? - The Who cares about quality awards? - The

CUSTOMER!CUSTOMER!