Process Quality Management, Human Resources, QualityAssurance
-
Upload
reem-alattas -
Category
Education
-
view
551 -
download
2
Transcript of Process Quality Management, Human Resources, QualityAssurance
![Page 1: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/1.jpg)
Arab Open University
2nd Semester, 2006-2007
M301
Unit 5.4
Process Quality Management, Human
Resources, Quality
Assurance
![Page 2: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/2.jpg)
Reem AlAttas © 2
Topic Road Map
Overview of process quality
Project Management
Quality Management
Configuration Management
![Page 3: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/3.jpg)
Reem AlAttas © 3
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.
![Page 4: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/4.jpg)
Reem AlAttas © 4
People Management
An important part of people management
is a combination of management and
leadership.
![Page 5: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/5.jpg)
Reem AlAttas © 5
Matrix Organization
A popular way of organizing a software
development company, or division within a
larger company, to accommodate such
organization-wide people management.
![Page 6: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/6.jpg)
Reem AlAttas © 6
… Matrix Organization
![Page 7: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/7.jpg)
Reem AlAttas © 7
Team Organization
Task-oriented team organization
Subsystem-oriented team organization
![Page 8: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/8.jpg)
Reem AlAttas © 8
Task-oriented Team Organization
![Page 9: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/9.jpg)
Reem AlAttas © 9
Subsystem-oriented Team Organization
![Page 10: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/10.jpg)
Reem AlAttas © 10
Quality Management
Quality is fitness for purpose.
Quality Management is that aspect of the
overall management function that
determines and implements the quality
policy.
![Page 11: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/11.jpg)
Reem AlAttas © 11
Configuration Management
The problem of managing different
versions of items can be solved by
configuration management.
![Page 12: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/12.jpg)
Reem AlAttas © 12
Topic Road Map
Overview of process quality
Project Management
Quality Management
Configuration Management
![Page 13: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/13.jpg)
Reem AlAttas © 13
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.
![Page 14: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/14.jpg)
Reem AlAttas © 14
Risk
The potential harm that may arise from
some present process or from some future
event.
![Page 15: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/15.jpg)
Reem AlAttas © 15
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).
![Page 16: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/16.jpg)
Reem AlAttas © 16
Risk Planning Strategies (Treatments)
Risk Avoidance.
Risk Retention.
Risk Reduction.
Risk Transfer.
![Page 17: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/17.jpg)
Reem AlAttas © 17
Risk Avoidance
Prevent the risk happening in the first
place.
![Page 18: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/18.jpg)
Reem AlAttas © 18
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.
![Page 19: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/19.jpg)
Reem AlAttas © 19
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.
![Page 20: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/20.jpg)
Reem AlAttas © 20
Risk Transfer
The costs resulting from an occurrence of
the risk event are passed on to a third
party.
Example: insurance policy.
![Page 21: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/21.jpg)
Reem AlAttas © 21
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.
![Page 22: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/22.jpg)
Reem AlAttas © 22
Estimation Methods
Estimation by analogy.
Estimation by work breakdown.
Function point analysis.
COCOMO.
![Page 23: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/23.jpg)
Reem AlAttas © 23
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.
![Page 24: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/24.jpg)
Reem AlAttas © 24
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.
![Page 25: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/25.jpg)
Reem AlAttas © 25
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.
![Page 26: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/26.jpg)
Reem AlAttas © 26
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.
![Page 27: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/27.jpg)
Reem AlAttas © 27
Adjusted FP
0no influence 5 essential
![Page 28: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/28.jpg)
Example Page 21
![Page 29: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/29.jpg)
Reem AlAttas © 29
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.
![Page 30: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/30.jpg)
Reem AlAttas © 30
… COCOMO
Effort is not proportional to code size.
a nominal productivity.
b degree of diseconomy (if >1) or
economy (if <1).
![Page 31: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/31.jpg)
Reem AlAttas © 31
… COCOMO
Project duration is not proportional to
effort.
c basic duration.
d measure of non linearity.
![Page 32: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/32.jpg)
Reem AlAttas © 32
The Parameter Values for Basic COCOMO
![Page 33: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/33.jpg)
Example Page 23
![Page 34: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/34.jpg)
Reem AlAttas © 34
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.
![Page 35: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/35.jpg)
Reem AlAttas © 35
PERT Chart Example
![Page 36: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/36.jpg)
Reem AlAttas © 36
Gantt Chart Example
![Page 37: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/37.jpg)
Reem AlAttas © 37
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).
![Page 38: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/38.jpg)
Reem AlAttas © 38
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.
![Page 39: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/39.jpg)
Reem AlAttas © 39
Topic Road Map
Overview of process quality
Project Management
Quality Management
Configuration Management
![Page 40: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/40.jpg)
Reem AlAttas © 40
Quality Management System (QMS)
An organization-wide mechanism for
building quality into projects and for
managing the quality control process.
![Page 41: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/41.jpg)
Reem AlAttas © 41
Basic Elements of a QMS
![Page 42: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/42.jpg)
Reem AlAttas © 42
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.
![Page 43: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/43.jpg)
Reem AlAttas © 43
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.
![Page 44: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/44.jpg)
Reem AlAttas © 44
Components of a QMS envisaged by ISO 9001 & 9000-3
Management responsibility.
Quality management system.
Internal quality audits.
Corrective action mechanisms.
![Page 45: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/45.jpg)
Reem AlAttas © 45
Capability Maturity Model (CMM)
A measure of an organization’s corporate
understanding of its development
processes.
![Page 46: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/46.jpg)
Reem AlAttas © 46
SPICE
ISO standard 15504, SPICE (Software
Process Improvement and Capability
dEtermination).
The objective of SPICE was to blend ISO
9000 and the CMM.
![Page 47: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/47.jpg)
Reem AlAttas © 47
Topic Road Map
Overview of process quality
Project Management
Quality Management
Configuration Management
![Page 48: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/48.jpg)
Reem AlAttas © 48
Configuration Item
Any elementary type of thing that is
produced during a project (e.g. use case
diagrams, interaction diagrams, etc.)
![Page 49: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/49.jpg)
Reem AlAttas © 49
Configuration Repository
Configuration items would normally be
stored in machine-readable form in a
project repository or library or database.
![Page 50: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/50.jpg)
Reem AlAttas © 50
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.
![Page 51: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/51.jpg)
Reem AlAttas © 51
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.
![Page 52: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/52.jpg)
Reem AlAttas © 52
Baselines
Configuration versions are singled out as
special because they form a foundation
from which further development can
progress.
![Page 53: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/53.jpg)
Reem AlAttas © 53
Change Control
Updating a baseline in a controlled
manner.
![Page 54: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/54.jpg)
TMA5 – Q4
![Page 55: Process Quality Management, Human Resources, QualityAssurance](https://reader031.fdocuments.us/reader031/viewer/2022022419/5887aa6b1a28aba2088b66e1/html5/thumbnails/55.jpg)
Thank You!