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ISO ,TQM, deming, juran, Deming,CMMI ,baldrige ,philcrosby, quality management ,process standards,consulting, iso,standards,benchmark,defect,b ug, bug-free,

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Presentation Transcript

TQMI---EXPOSITION let us walk through all the important QMS models : 

4/20/2009 1 TQMI---EXPOSITION let us walk through all the important QMS models DR.SARMA APRIL 2008 SAAMA

Objective : 

4/20/2009 2 Objective Learn from world’s best available Quality approaches Develop deeper insight for DRIVING the quality. CULTRUE in SAAMA Personal gain to be quality champion

The lecture series will cover : 

4/20/2009 3 The lecture series will cover Deming Juran AND Crosby—EARLY APPROACHES Six sigma Lean sigma ISO 9000 Taguchi Reliability engineering Toyota -TPS

Slide 4: 

4/20/2009 4 KANBAN KAIZEN 5 S IEEE CMMI JIT MALCOM BALDRIGE

Successful Quality System Attributes : 

4/20/2009 5 Successful Quality System Attributes The Quality System in use must:- Be customer focused; Be practical and workable; Allow for change, adaptation and development; Cope with unexpected situations; Ownership by the people who are going to implement it.

Quality Management : 

4/20/2009 6 Quality Management Two approaches: Intuitive, cultural changes and people centered;

Quality Management System : 

4/20/2009 7 Quality Management System Formal systematic, procedural.  “QMS is about removing the reasons for problems, not about solving or accommodating the same problem over and over again”

Slide 8: 

4/20/2009 8 What is TQM?-Total Quality Management Constant drive for continuous improvement and learning. Concern for employee involvement and development Management by Fact Result Focus Passion to deliver customer value / excellence Organisation response ability Actions not just words (implementation) Process Management Partnership perspective (internal / external)

Slide 9: 

4/20/2009 9 Learning LEARNING AND TQM Process Improvement Quality Improvement

Slide 10: 

BASIC PRINCIPLES OF TQM

Slide 11: 

FOUR KEY PRINCIPLES Measure quality so you can affect it Focus on a moving customer value Involve every employee Think long term - Act short term

Sound Quality attributes? : 

4/20/2009 12 Sound Quality attributes? Has to have attributes of EXCELLENCE; FITNESS FOR PURPOSE- Customer expectation Must have demanding STANDARDS- Aim at High level of PERFORMANCE; Getting it done RIGHT FIRST TIME.

The birth of total quality model : 

4/20/2009 13 The birth of total quality model in the United States came as a direct response to the quality revolution in Japan following World War II. The Japanese welcomed the input of Americans Joseph M. Juran and W. Edwards Deming and rather than concentrating on inspection, focused on improving all organizational processes through the people who used them.

Principal objectives of good QMS A Quality Management System will:- : 

4/20/2009 14 Principal objectives of good QMS A Quality Management System will:- Meet stated or implied CUSTOMERS NEEDS; Give CUSTOMERS CONFIDENCE that intended quality will be achieved; Give CERTAINTIY that quality is being maintained and improved.

Why have a QMS? : 

4/20/2009 15 Why have a QMS? To measure, monitor, document and control defined levels of quality; To give max. confidence that defined levels of service quality are being delivered with optimal expenditure; If standard of quality has not been defined, it cannot be controlled or improved.

Write one line for each of these concepts : 

4/20/2009 16 Write one line for each of these concepts each one define quality As defined in Saama Management system

Will system alone work? : 

4/20/2009 17 Will system alone work? Lalu Prasad in systems land

Six Sigma : 

4/20/2009 18 Six Sigma a methodology developed by Motorola to improve its business processes by minimizing defects, evolved into an organizational approach that achieved breakthroughs – and significant bottom-line results. Motorola received a Baldrige Award in 1988,

Six Sigma - What is Six Sigma? : 

4/20/2009 19 Six Sigma - What is Six Sigma? Six Sigma at many organizations simply means a measure of quality that strives for near perfection. Six Sigma is a disciplined, data-driven approach and methodology for eliminating defects (driving towards six standard deviations between the mean and the nearest specification limit) in any process -- from manufacturing to transactional and from product to service.

To achieve Six Sigma, : 

4/20/2009 20 To achieve Six Sigma, a process must not produce more than 3.4 defects per million opportunities. A Six Sigma defect is defined as anything outside of customer specifications

Lean sigmaISO : 

4/20/2009 21 Lean sigmaISO TQM/BPI-By the end of the 1990s Total Quality Management (TQM) was considered little more than a fad by many American business leaders (although it still retained its prominence in Europe

Lean sigmaISO : 

4/20/2009 22 Lean sigmaISO ISO9000/14000-Sector-specific versions of the ISO 9000 series of quality management standards were developed for such industries as automotive (QS-9000), aerospace (AS9000) and telecommunications (TL 9000 and ISO/TS 16949) and for environmental management (ISO 14000).

RELIABILITY ENGINEERING : 

4/20/2009 23 RELIABILITY ENGINEERING Reliability engineers rely heavily on statistics, probability theory, and reliability theory. Many engineering techniques are used in reliability engineering, such as reliability prediction, Weibull analysis, thermal management, reliability testing and accelerated life testing.

Reliability engineering : 

4/20/2009 24 Reliability engineering Because of the large number of reliability techniques, their expense, and the varying degrees of reliability required for different situations, most projects develop a RELIABLITY PROGRAMME PLAN to specify the reliability tasks that will be performed for that specific system

TAGUCHI Method : 

4/20/2009 25 TAGUCHI Method Robust Design method, also called Taguchi Method, pioneered by Dr. Genichi Taguchi, greatly improves engineering productivity by consciously considering the noise factors and the cost of failure to ensure customer satisfaction.

TOYOTA TPS : 

4/20/2009 26 TOYOTA TPS Toyota’s global competitive advantage is based on a corporate philosophy known as the Toyota Production System. The system depends in part on a human resources management policy that stimulates employee creativity and loyalty but also on a highly efficient network of suppliers and components manufacturers

Emphasise DESIGN : 

4/20/2009 27 Emphasise DESIGN Genichi Taguchi is a Japanese quality expert, known for the Quality Loss Function and for methodologies to optimise quality at the design stage – “robust design”.

Emphasise DESIGN : 

4/20/2009 28 Emphasise DESIGN Taguchi received formal recognition for his work including Deming Prizes and Awards. Genichi Taguchi considers quality loss all the way through to the customer, including cost of scrap, rework, downtime, warranty claims and ultimately reduced market share

Taguchi methods : 

4/20/2009 29 Taguchi methods emphasized quality through robust design, not quality through inspection. Taguchi breaks the design process into three stages: System design - involves creating a working prototype

Taguchi methods : 

4/20/2009 30 Taguchi methods Parameter design - involves experimenting to find which factors influence product performance most Tolerance design - involves setting tight tolerance limits for the critical factors and looser tolerance limits for less important factors

5S-Principle : 

4/20/2009 31 5S-Principle The Five Ss refer to the five dimensions of workplace optimization: Seiri (Sort), Seiton (Set in order), Seiso (Shine), Seiketsu (Standardize), and Shitsuke (Sustain).

Japanese emphasise on -- steps In order of importance: : 

4/20/2009 32 Japanese emphasise on -- steps In order of importance: Everyone must set  Improvement in one's own work Savings in energy, material, and other resources Improvement in the working environment Improvements in machines and processes Improvements in tools

Japanese emphasis steps In order of importance: : 

4/20/2009 33 Japanese emphasis steps In order of importance: Improvements in office work Improvements in product quality Ideas for new products Customer services and customers relations

JIT- JUST IN TIME : 

4/20/2009 34 JIT- JUST IN TIME JIT is a is a collection of concepts and techniques for improving productivity. JIT is a process aimed at increasing value-add and eliminating waste by providing the environment to perfect and simplify the processes

JIT : 

4/20/2009 35 JIT It is a philosophy of continuous improvement in which non-value-adding activities (or wastes) are identified and removed

What is Kaizen? : 

4/20/2009 36 What is Kaizen? Kaizen means "improvement". Kaizen strategy calls for never-ending efforts for improvement involving everyone in the organization – managers and workers alike. :

What is Kaizen? : 

4/20/2009 37 What is Kaizen? Kaizen and Management Management has two major components maintenance, and improvement.

KAIZEN Mindset & Culture : 

4/20/2009 38 KAIZEN Mindset & Culture customer orientation quality control (QCC) circles suggestion system discipline in the workplace small-group activities cooperative employee-management relations total quality control (TQC) constant improvement

KANBAN-Japanese concept : 

4/20/2009 39 KANBAN-Japanese concept The word Kan means "card" in Japanese and the word "ban" means "signal". So Kanban refers to "signal cards Teams and individuals are encouraged participate in continuously improving the Kanban processes and the overall production process.

MALCOM BALDRIGE-usa : 

4/20/2009 40 MALCOM BALDRIGE-usa Beginning in 1995, the Malcolm Baldrige National Quality Award added a business results criterion to its measures of success

MALCOM BALDRIGE-usa : 

4/20/2009 41 MALCOM BALDRIGE-usa The Malcolm Baldrige National Quality Award is given by the United States National Institute of Standards and Technology. Through the actions of the National Productivity Advisory Committee chaired by Jack Grayson, it was established by the Malcolm Baldrige National Quality Improvement Act of 1987 - Public Law 100-107 and named for Malcolm Baldrige, who served as United States Secretary of Commerce during the Reagan administration from 1981 until his 1987 death in a rodeo accident. APQC, [1],

baldrige : 

4/20/2009 42 baldrige organized the first White House Conference on Productivity, spearheading the creation and design of the Malcolm Baldrige National Quality Award in 1987, and jointly administering the award for its first three years. The program recognizes quality service in the business, health care, education, and nonprofit sectors and was inspired by the ideas of Total Quality Management or TQM. This is the only quality award that is actually awarded by the President of the United States. This award and the Ron Brown Award are the two U.S. presidential awards given to corporations

baldrige : 

4/20/2009 43 baldrige APQC, [1], organized the first White House Conference on Productivity, spearheading the creation and design of the Malcolm Baldrige National Quality Award in 1987, and jointly administering the award for its first three years.

baldrige : 

4/20/2009 44 baldrige The program recognizes quality service in the business, health care, education, and nonprofit sectors and was inspired by the ideas of Total Quality Management or TQM. This is the only quality award that is actually awarded by the President of the United States. This award and the Ron Brown Award are the two U.S. presidential awards given to corporations

The seven categories of the criteria are: : 

4/20/2009 45 The seven categories of the criteria are: Leadership Strategic Planning Customer & Market Focus Measurement, Analysis and Knowledge Management Workforce Focus Process Management Results

CMMI : 

4/20/2009 46 CMMI CMMi® stands for Capability Maturity Model® Integration and it is a process improvement maturity model that has been developed by the Software Engineering Institute, SEI, at Carnegie Mellon. It is important to note that CMMi defines what processes and activities need to be done and not how these processes and activities are done. The goal of CMMi is process improvement and CMMi can be thought of as a Software Process Improvement, SPI, framework.

The IEEE : 

4/20/2009 47 The IEEE (Institute of Electrical and Electronics Engineers) describes itself as "the world's largest technical professional society -- promoting the development and application of electro technology and allied sciences for the benefit of humanity, the advancement of the profession, and the well-being of their members

The IEEE : 

4/20/2009 48 The IEEE The IEEE fosters the development of standards that often become national and international standards. The organization publishes a number of journals, has many local chapters, and several large societies in special areas, such as the IEEE Computer Society.

Slide 49: 

4/20/2009 49 Let us begin with Dr. Deming

THE MAN : 

4/20/2009 50 THE MAN William Edwards Deming was born in Sioux City, Iowa on 14 October 1900 to William Albert Deming and Pluma Irene Edwards.  As an adult, he used the name W. Edwards Deming

THE MAN : 

4/20/2009 51 THE MAN Dr. and Mrs. Deming lived in Washington, D. C. for the remainder of their lives in the house that they bought in 1936. With her family at her side, Mrs. Deming died on 25 June 1986. Dr. Deming, surrounded by his family, died at his home on 20 December 1993.

HIS WORK : 

4/20/2009 52 HIS WORK Deming published over 170 books and papers. He was a pianist and composer:

HIS ACHIEVEMENTS : 

4/20/2009 53 HIS ACHIEVEMENTS Statistician, Allied Mission to Observe the Greek Elections, January-April 1946; July-October 1946 Consultant in sampling to the Government of India, January and February 1947; December 1951; March 1971Delegate from the A.A.A.S. to the Indian Science Congress, New Delhi, January 1947Adviser in sampling techniques to the Supreme Command of the Allied Powers, Tokyo, 1947 and 1950

Slide 54: 

4/20/2009 54 Along with the other well-known American quality guru-J.M. Juran, Deming went to Japan as part of the occupation forces of the allies after World War II. Deming taught a lot of Quality Improvement methods to the Japanese, including the usage of statistics and the PLAN, DO, STUDY, ACT cycle.

Slide 55: 

4/20/2009 55 PLAN CHECK DO ACT The Deming Cycle or PDCA Cycle Plan a change to the process. Predict the effect this change will have and plan how the effects will be measured Implement the change on a small scale and measure the effects Adopt the change as a permanent modification to the process, or abandon it. Study the results to learn what effect the change had, if any.

The Shewhart cycle : 

4/20/2009 56 The Shewhart cycle (also referred to as the Deming Cycle, or the Deming Wheel, after W. Edwards Deming) was named for Walter Shewhart, who discussed the concept in his Statistical Method from the Viewpoint of Quality Control book. It is the continuous improvement cycle of Plan, Do, Check, Act (PDCA).

Slide 57: 

4/20/2009 57 He introduced the concept of PLAN, DO and SEE. The late Total Quality Management (TQM) guru and renowned statistician Edward W. Deming modified the SHEWART cycle as: PLAN, DO, STUDY, and ACT.

Slide 58: 

4/20/2009 58 The Deming Cycle, or PDCA Cycle (also known as PDSA Cycle), is a continuous quality improvement model consisting out of a logical sequence of four repetitive steps for continuous improvement and learning: Plan, Do, Study (Check) and Act.

Benefits of the PDSA cycle: : 

4/20/2009 59 Benefits of the PDSA cycle: Daily routine management-for the individual and/or the team- Problem-solving process- Project management- Continuous development- Vendor development- Human resources development- New product development- Process trials

PDCA : 

4/20/2009 60 PDCA Plan to improve your operations first by finding out what things are going wrong (that is identify the problems faced), and come up with ideas for solving these problems. Root cause analysis Do changes designed to solve the problems on a small or experimental scale first. This minimises disruption to routine activity while testing whether the changes will work or not.

PDCA : 

4/20/2009 61 PDCA Check whether the small scale or experimental changes are achieving the desired result or not. Also, continuously Check nominated key activities (regardless of any experimentation going on) to ensure that you know what the quality of the output is at all times to identify any new problems when they crop up.

PDCA : 

4/20/2009 62 PDCA Act to implement changes on a larger scale if the experiment is successful. This means making the changes a routine part of your activity. Also Act to involve other persons (other departments, suppliers, or customers) affected by the changes and whose cooperation you need to implement them on a larger scale, or those who may simply benefit from what you have learned (you may, of course, already have involved these people in the Do or trial stage

PDCA : 

4/20/2009 63 PDCA Some people expand PDCA to a process -Find, Organize, Clarify, Uncover, and Start that incorporates a FOCUS stage before the PDCA cycle. These steps are: Find a process that needs improvement. Organize a team that knows the process. Clarify knowledge of the process by flowcharting or data collection. Uncover the underlying causes of variation or poor quality. start

The 14 points : 

4/20/2009 64 The 14 points Apply anywhere, to small organizations as well as to large ones, to the service industry as well as to manufacturing. They apply to a division within a company.

The 14 points : 

4/20/2009 65 The 14 points Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.

14 PRINCIPLES : 

4/20/2009 66 14 PRINCIPLES 2-Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.

14 PRINCIPLES : 

4/20/2009 67 14 PRINCIPLES 3-Cease dependence on inspection to achieve quality. Eliminate the need for inspection on a mass basis by building quality into the product in the first place.

Slide 68: 

4/20/2009 68 4-End the practice of awarding business on the basis of price tag. Instead, minimise total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.

Slide 69: 

4/20/2009 69 5-Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.

Slide 70: 

4/20/2009 70 6-Institute massive training on the job. 7-Institute leadership. The aim of supervision should be to help people and machines and gadgets to do a better job. Supervision and management is in need of an overhaul, as well as supervision of production workers.

Slide 71: 

4/20/2009 71 8-Drive out fear, so that everyone may work effectively for the company.

Slide 72: 

4/20/2009 72 9-Break down barriers between departments. People in research, design, sales, and production must work as a team, to foresee problems of production and in use that may be encountered with the product or service.

Slide 73: 

4/20/2009 73 10-Eliminate slogans, exhortations, and targets for the workforce asking for zero defects and new levels of productivity. Such exhortations only create adversarial relationships, as the bulk of the causes of low quality and low productivity belong to the system and thus lie beyond the power of the work force.

Slide 74: 

4/20/2009 74 11- Eliminate work standards (quotas) on the factory floor. Substitute leadership.b. Eliminate management by objective. Eliminate management by numbers, numerical goals. Substitute leadership.

Slide 75: 

4/20/2009 75 12-. Remove barriers that rob the hourly paid worker of his right to pride in workmanship. The responsibility of supervisors must be changed from sheer numbers to quality.b. Remove barriers that rob people in management and engineering of their right to pride in workmanship. This means, inter alia, abolishment of the annual or merit rating and management by objective.

Slide 76: 

4/20/2009 76 13-Institute a vigorous program of education and self-improvement.

Slide 77: 

4/20/2009 77 14-Put everybody in the company to work to accomplish the transformation. The transformation is everybody's job.

POINT COUNTER POINT : 

4/20/2009 78 POINT COUNTER POINT Some, though, think that Deming's program cannot succeed precisely because it is so utopian, requiring as it does actions guided by such easily damaged values as trust and teamwork, or because it is so hard for mere mortals to live up to the standards Deming set.

Slide 79: 

4/20/2009 79 But Deming’s program has had notable success: Ford Motor Company and Xerox Corporation in the U.S. and Toyota Motor Company in Japan are only a few of the most outstanding examples.

Slide 80: 

4/20/2009 80 Deming merely asks that we rise above ourselves, and he gives us a framework in which this can be a positive feedback system. Impossibly utopian? Not to everyone.

The modified Seven Step Method : 

4/20/2009 81 The modified Seven Step Method The Plan-Do-Check-Act cycle can (and should) be applied at all levels of improvement. However, it is useful to have a fuller, more detailed macro P-D-C-A that applies to the project as a whole. This provides us with: a framework with which we can visualize progress through a project,

The Joiner Seven Step Method : 

4/20/2009 82 The Joiner Seven Step Method check-steps that allow us to see that we are not trying to proceed too quickly through part of the improvement process without having gained sufficient understanding, a means of documenting a project. One useful framework to do this is the "7 Step Model", developed by Joiner Associates (Brian L. Joiner). As well as providing a disciplined framework for progressing through a project, the 7 Step model provides a good framework for documenting a project. The 7 Steps are:

Slide 83: 

4/20/2009 83 Define Project Purpose and Scope Focus on strategically important problems Choose an appropriate project team and team leader Clarify the project mission Determine how much progress can be expected Formulate a framework and execution plan for the project STEP 1

STEP 2 Current Situation : 

4/20/2009 84 STEP 2 Current Situation Understand the present process Determine customer needs and expectations Flow chart the process Collect data to identify the real problem Standardize the process, if necessary

STEP 3 Cause Analysis : 

4/20/2009 85 STEP 3 Cause Analysis Dig down for the root causes of the problem Identify the major potential causes Verify them with data, if possible

STEP 4 Solutions : 

4/20/2009 86 STEP 4 Solutions Choose between alternative solutions Keep solutions simple Identify barriers to implementing solutions Plan and make necessary changes (use PDCA)

STEP 5 Results : 

4/20/2009 87 STEP 5 Results Evaluate the solutions Collect data, to compare before and after improvement Compare results with what we expected

STEP 6 Standardization : 

4/20/2009 88 STEP 6 Standardization Standardize the new process Document the changes made Error proof the process

STEP 7 Future Plans : 

4/20/2009 89 STEP 7 Future Plans Review what has been learned from this project Decide whether to continue with this project, or Close project, and move on to a more pressing project.

JUSE INSTITUTES GLOBAL AWARDS : 

4/20/2009 90 JUSE INSTITUTES GLOBAL AWARDS The Deming prize was instituted by the Union of Japanese Scientists and Engineers –JUSE --and is awarded each year in Japan to a statistician for contributions to statistical theory.  The Deming prize for application is awarded to a company for improved use of statistical theory in organization, consumer research, design of product and production

TVS FIRST TO WIN DEMING AWARD : 

4/20/2009 91 TVS FIRST TO WIN DEMING AWARD Lucas-TVS, a leading manufacturer of auto electric components, has won the Deming Prize for the year 2004. Awarded by the Japanese Union of Scientists and Engineers (JUSE), the Deming Prize is a recognition of the company’s efforts towards Total Quality Management in their manufacturing units.

TVS FIRST TO WIN DEMING AWARD : 

4/20/2009 92 TVS FIRST TO WIN DEMING AWARD “What is upmost in my mind now is a sense of confidence and responsibility”, said Mr TK Balaji, Chief Executive & Managing Director, Lucas-TVS. “ The confidence is out of the fact that we have received international recognition and have achieved global standards.

TVS FIRST TO WIN DEMING AWARD : 

4/20/2009 93 TVS FIRST TO WIN DEMING AWARD This also means higher expectations from our customers and that we have to live up to it”, he added. He also rated as ‘excellent’, the support he received from other Deming winners in the TVS group, in the company’s TQM journey.

OTHERS TO WIN : 

4/20/2009 94 OTHERS TO WIN Only three other auto companies in India, outside the TVS group, have won the Deming prize; Rane Brake Linings, Mahindra & Mahindra-Farm Equipment Sector and Sona Koyo Steering Systems Ltd, all in 2003

References : 

4/20/2009 95 References Dr W Edwards Deming, 1982 & 1986, Out of the crisis: quality, productivity and competitive position , Cambridge University Press, Cambridge

Slide 96: 

Quality is a Journey, not a Destination

Slide 97: 

4/20/2009 97

TQM is composed of three paradigms: : 

4/20/2009 98 TQM is composed of three paradigms: Total: Involving the entire organization, supply chain, and/or product life cycle Quality: With its usual Definitions, with all its complexities (External Definition)

TQM is composed of three paradigms: : 

4/20/2009 99 TQM is composed of three paradigms: Management: The system of managing with steps like Plan, Organize, Control, Lead, Staff,

TQM is composed of three paradigms: : 

4/20/2009 100 TQM is composed of three paradigms: As defined by the International Organization for Standardization (ISO): "TQM is a management approach for an organization, centered on quality, based on the participation of all its members and aiming at long-term success through customer satisfaction, and benefits to all members of the organization and to society."[citation needed]

TQM is composed of three paradigms: : 

4/20/2009 101 TQM is composed of three paradigms: One major aim is to reduce variation from every process so that greater consistency of effort is obtained. (Royse, D., Thyer, B., Padgett D., & Logan T., 2006)

Saama Quality Policy : 

4/20/2009 102 Saama Quality Policy We help our customers in translating their business needs into cost effective and timely software solutions by our high quality services and continual improvements. Quality means total fulfillment of customer’s needs and requirements with career growth of employees

Philip Bayard Crosby : 

4/20/2009 103 Philip Bayard Crosby was born June 18, 1926 in Wheeling, West Virginia. died August 18, 2001.

Phil Crosby : 

4/20/2009 104 Phil Crosby Crosby's name is best known in relations to the concepts of Do It Right First time and Zero Defects. He considers traditional quality control, acceptable quality limits and waivers of sub-standard products to represent failure rather than assurance of success. Crosby therefore defines quality as conformance to the requirements which the company itself has established for its products based directly on its customers' needs.

Phil Crosby : 

4/20/2009 105 Phil Crosby He believes that since most companies have structure and systems that allow deviation from what is really required, companies spend around 20% of their revenues doing things wrong and doing them over again

Phil Crosby : 

4/20/2009 106 Phil Crosby . According to Crosby this can be 35% of operating expenses for service companies This is cost of quality or non conformance and rework

In the Crosby approach : 

4/20/2009 107 In the Crosby approach the Quality Improvement message is spread by creating a core of quality specialists within the company. There is strong emphasis on the top-down approach, since he believes that senior management is entirely responsible for quality.

The ultimate goal : 

4/20/2009 108 The ultimate goal is to train all the staff and give them the tools for quality improvement, to apply the basic precept of Prevention Management in every area. This is aided by viewing all work as a process or series of actions conducted to produce a desired result.

A process model : 

4/20/2009 109 A process model can be used to ensure that clear requirements have been defined and understood by both the supplier and the customer. He also views quality improvement as an ongoing process since the work 'programme' implies a temporary situation.

Four Absolutes of Quality Management : 

4/20/2009 110 Four Absolutes of Quality Management Quality is defined as conformance to requirements, not as 'goodness' or 'elegance'. MROTET The system for causing quality is prevention, not appraisal. MBP The performance standard must be Zero Defects,-ERROR FREE WORK- not "that's close enough". EFW The measurement of quality is the Price of Nonconformance, not indices. COQ

Five characteristics of an“ Eternally Successful Organisation” : 

4/20/2009 111 Five characteristics of an“ Eternally Successful Organisation” People routinely do things right first time Change is anticipated and used to advantage Growth is consistent and profitable New products and services appear when needed Everyone is happy to work there

review : 

4/20/2009 112 review Deming-pdca-DEMING’S WHEEL Juran---Quality Trilogy: Quality Planning Identify who are the customers. Determine the needs of those customers. Translate those needs into our language. Develop a product that can respond to those needs. Optimise the product features so as to meet our needs and customer needs. Quality ImprovementDevelop a process which is able to produce the product. Optimise the process.

review : 

4/20/2009 113 review Quality ControlProve that the process can produce the product under operating conditions with minimal inspection. Transfer the process to Operations. Crosby-mrotet,efw.mbp,coq ISO– standards, DOCUMENTATION, VERIIFICATION Cmm- BUILDING process maturity CMMI- continuous capability building

cmm Overview : 

4/20/2009 114 cmm Overview The CMM defines five levels of software process maturity, based on an organization's support for certain key process areas (KPAs).

cmm Overview : 

4/20/2009 115 cmm Overview Level 1 (initial) describes an organization with an immature or undefined process. Level 2 (repeatable), Level 3 (defined), Level 4 (managed), and Level 5 optimizing), THESE respectively, describe organizations with successively higher levels of software process maturity

Slide 116: 

4/20/2009 116 These Levels respectively, describe organizations with successively higher levels of software process maturity

The associated KPAs for these levels are: : 

4/20/2009 117 The associated KPAs for these levels are: Level 2: requirements management; software project planning; software project tracking and oversight; software subcontract management; software quality assurance; software configuration management

Slide 118: 

4/20/2009 118 Level 3: organizational process focus, organizational process definition, training program, integrated software management, software product engineering, intergroup coordination, peer reviews

Slide 119: 

4/20/2009 119 Level 4: process measurement and analysis; quality management; defect prevention Level 5: technology innovation, process change management The primary goal for most organizations is to achieve a Level 3 maturity.

What and how ? : 

4/20/2009 120 What and how ? software capability evaluation (SCE), which determines whether the organization "says what it does and does what it says" by evaluating its software process (usually in the form of policy statements)

What and how ? : 

4/20/2009 121 What and how ? The organization's process captures the "say what you do," and project implementations (specific tailoring and interpretations of this process) should demonstrate the "do what you say."

Issues with the CMM : 

4/20/2009 122 Issues with the CMM One of the key issues encountered with the CMM is that the KPAs focus mostly on activities and supporting artifacts associated with a conventional waterfall process: requirements specifications, quality assurance audits and inspections, documented processes and procedures.

Issues with the CMM : 

4/20/2009 123 Issues with the CMM Very few of the KPAs address the evolving results (i.e., the software product) and associated engineering artifacts (use-case models,

Issues with the CMM : 

4/20/2009 124 Issues with the CMM design models, source code, or executable code) that capture the real target product. Also, there is no emphasis on the architecting/design process, assessment process, or deployment process, all of which have proven to be key discriminators for project success

The CMM also overemphasizes peer reviews, : 

4/20/2009 125 The CMM also overemphasizes peer reviews, peer reviews, inspections, and traditional Quality Assurance "policing" methods. Although manual reviews and inspections may be capable of uncovering sixty percent of errors, they rarely, if ever, uncover the architecturally significant flaws that plague most conventionally managed software projects.

The CMM also overemphasizes peer reviews, : 

4/20/2009 126 The CMM also overemphasizes peer reviews, one RARELY encounters an architect, lead designer, lead tester, or project manager who said inspections and peer reviews were the critical discriminators for success.

overemphasizes documentation : 

4/20/2009 127 overemphasizes documentation Another issue is that most implementations of the CMM drive organizations to produce more documents, more checkpoints, more artifacts, more traceability, more reviews, and more plans.

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4/20/2009 128 Furthermore, thicker documents, more detailed information, and longer meetings are considered to be better. This flies in the face of the primary technique for improving software economics: reducing complexity and the volume of human-generated “errors."

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4/20/2009 129 In reality, the widespread belief that "more artifacts and more precise artifacts correlate to more progress" is not the CMM's fault, but the CMM does not motivate organizations to behave otherwise. Getting an accurate measure of an organization's current maturity level is also an issue

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4/20/2009 130 The CMM takes an activity-based approach to measuring maturity; if you do the prescribed set of foundation project activities, you are Level 2. If you then do a prescribed set of activities as an organization, you are Level 3. And so on. There is nothing that characterizes or quantifies whether you do these activities well enough to deliver the intended results. prefer a more results-driven measurement scheme:

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4/20/2009 131 a more results-driven measurement scheme is preferable : If you can repeat the process on several projects with predictable cost, quality, and schedule, then you are Level 2. If you can improve one dimension of cost, quality, or schedule on subsequent projects, then you are Level 3. Improvements along multiple dimensions will get you to higher levels. In reality, however, neither an activity-based perspective nor a results-driven perspective alone is sufficient; we need combined approaches to measure maturity accurately.

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4/20/2009 132 A default practice we see too often is that organizations define their process based strictly on traceability to the CMM, so that they will have a very clear mapping for assessment.

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4/20/2009 133 The waterfall model's requirements-driven practices lead organizations down a similar path by making traceability of requirements specifications to design elements a more important measure of design quality than meeting the needs of the user (which are often poorly represented by conventional requirements specifications).

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4/20/2009 134 Organizations are concerned about real improvement -- as opposed to simply passing an audit - focus on achieving a process that produces improved business results.

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4/20/2009 135 A complete assessment framework, therefore, should also measure real improvement along project performance dimensions such as estimated time to market, probable cost to complete, and predicted quality of product. Software development standards (like the RUP or ISO 12207), frameworks

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4/20/2009 136 designed to help organizations decide how to do things and what to produce, can lay the groundwork for accurate assessments. Unfortunately, default practice in many organizations is to apply the CMM as both a development standard and an assessment standard.

CMMI Overview : 

4/20/2009 137 CMMI Overview The initial Capability Maturity Model (CMM v1.0) was developed by the Software Engineering Institute and specifically addressed software process maturity.

CMMI Overview : 

4/20/2009 138 CMMI Overview It was first released in 1990, and after its successful adoption and usage in many domains, other CMMs were developed for other disciplines and functions such as Systems Engineering, people, integrated product development, software acquisition, and others.

CMMI Overview : 

4/20/2009 139 CMMI Overview Although many organizations found these models to be useful, they also struggled with problems caused by overlap, inconsistencies, and integration. Many organizations also confronted conflicting demands between these models and ISO 9001 audits or other process improvement programs.

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4/20/2009 140 The CMM Integration (CMMI) Project was conceived as an initiative to integrate the various CMMs into a set of integrated models. The source models that served as the basis for the CMMI include: CMM for Software V2.0 (Draft C), EIA-731 Systems Engineering, and IPD CMM (IPD) V0.98a. CMMI, like its predecessor, describes five distinct levels of maturity:

1. Level 1 (initial) : 

4/20/2009 141 1. Level 1 (initial) represents a process maturity characterized by unpredictable results. Ad hoc approaches, methods, notations, tools, and reactive management, translate into a process dependent predominantly on the skills of the team to succeed

2. Level 2 (managed) : 

4/20/2009 142 2. Level 2 (managed) represents a process maturity characterized by repeatable project performance. The organization uses foundation disciplines for requirements management; project planning; project monitoring and control; supplier agreement management; product and process quality assurance; configuration management and measurement/analysis.

2. Level 2 (managed) : 

4/20/2009 143 2. Level 2 (managed) For Level 2, the key process focus is on project-level activities and practices

3. Level 3 (defined) : 

4/20/2009 144 3. Level 3 (defined) represents a process maturity characterized by improving project performance within an organization. Consistent, cross-project disciplines for Level 2 key process areas are emphasized to establish organization-level activities and practices.

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4/20/2009 145 Additional organizational process areas include: Requirements development: multi-stakeholder requirements evolution. Technical solution: evolutionary design and quality engineering. Product integration: continuous integration, interface control, Change management.

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4/20/2009 146 Verification: assessment techniques to ensure that the software is built correctly. Validation: assessment techniques to ensure that the right Software application as per specifications

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4/20/2009 147 Risk management: detection, prioritization, and resolution of relevant issues and contingencies. Organizational training: establishing mechanisms for developing more proficient people. Organizational process focus: establishing an organizational framework for project process definition.

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4/20/2009 148 Decision analysis and resolution: systematic alternative assessment. Organizational process definition: treatment of process as a persistent, evolving asset of an organization. Integrated project management: methods for unifying the various teams and stakeholders within a project.

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4/20/2009 149 4. Level 4 (quantitatively managed) represents a process maturity characterized by improving organizational performance. Historical results for Level 3 projects can be exploited to make trade offs, with predictable results, among competing dimensions of business performance (cost, quality, timeliness).

Additional Level 4 process areas include: : 

4/20/2009 150 Additional Level 4 process areas include: Organizational process performance: setting norms and benchmarks for process performance. Quantitative project management: executing projects based on statistical quality-control methods.

5. Level 5 (optimized) : 

4/20/2009 151 5. Level 5 (optimized) represents a process maturity characterized by rapidly reconfigurable organizational performance as well as quantitative, continuous process improvement. Additional Level 5 process areas include: Causal analysis and resolution: proactive fault avoidance and best practice reinforcement. Organizational innovation and deployment: establishing a learning organization that organically adapts and improves.

Is the CMM Obsolete? : 

4/20/2009 152 Is the CMM Obsolete? Some issues associated with the practice of the CMM are also recurring symptoms of traditional waterfall approaches and overly process-based

Is the CMM Obsolete? : 

4/20/2009 153 Is the CMM Obsolete? management. The CMM's activity-based measurement approach is very much in alignment with the sequential, activity-based management

Is the CMM Obsolete? : 

4/20/2009 154 Is the CMM Obsolete? paradigm of the waterfall process (i.e., do requirements activities, then design activities, then coding activities, then unit testing activities, then integration activities, then system acceptance testing). This probably explains why many organizations' perspectives on the CMM are anchored in the waterfall mentality.

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4/20/2009 155 Alternatively, iterative development techniques, software industry best practices, and economic motivations drive organizations to take a more results-based approach: Develop the business case, vision, and prototype solution; elaborate into a baseline architecture; elaborate into usable releases; and then finalize into fieldable releases.

Slide 156: 

4/20/2009 156 Although the CMMI remains an activity-based approach (and this is a fundamental flaw), it does integrate many of the industry's modern best practices, and it discourages much of the default alignment with the waterfall mentality.

Slide 157: 

4/20/2009 157 One way to analyze CMM and CMMI alignment with the waterfall model and iterative development, respectively, is to look at whether each model's KPAs motivate sound software management principles for these two different development approaches. First, we will define those software management principles. Over the last ten years, I have compiled two sets: one for succeeding with the conventional, waterfall approach and one for succeeding

Slide 158: 

4/20/2009 158 with a modern, iterative approach. Admittedly, these "Top Ten Principles" have no scientific basis and provide only a coarse description of patterns for success with their respective management approaches.

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4/20/2009 159 success with their respective management approaches. Nevertheless, they do provide a suitable framework for my view that the CMM is aligned with the waterfall mentality, whereas the CMMI is more aligned with an iterative mentality.

Top Ten Principles of Conventional (Waterfall) Software Management : 

4/20/2009 160 Top Ten Principles of Conventional (Waterfall) Software Management Freeze requirements before design. This is the essence of a requirements-first process: The project team strives to provide a precise requirements definition and then implement exactly those requirements. Changing requirements can cause significant breakage

Top Ten Principles of Conventional (Waterfall) Software Management : 

4/20/2009 161 Top Ten Principles of Conventional (Waterfall) Software Management precise requirements definition and then implement exactly those requirements. Changing requirements can cause significant breakage in the code and test phases; consequently, requirements must be completely and unambiguously specified before the team makes major investments in other design and development activities.

2-Avoid coding prior to detailed design review. : 

4/20/2009 162 2-Avoid coding prior to detailed design review. Again, because design changes can also cause significant breakage in the code and test phases, the team needs to ensure that the whole design is mature and complete before beginning the coding phase, when there will be much more resistance to change.

3-Use a higher-order programming language. : 

4/20/2009 163 3-Use a higher-order programming language. . Higher-order programming languages avoid a substantial set of error sources (through advanced data typing, interface separation, and packaging and programming constructs) and permit the software solution to be "programmed" in fewer lines of human-generated code

4-Complete unit testing before integration. : 

4/20/2009 164 4-Complete unit testing before integration. Whereas the design flows "top down," the test process flows "bottom-up": The smallest units are completely tested prior to delivery for integration testing. This sequencing constraint is an attempt to capture more bugs at the unit level, prior to integration, when they can cause substantially more scrap and rework

5. Maintain detailed traceability among all artifacts. : 

4/20/2009 165 5. Maintain detailed traceability among all artifacts. To ensure that program completeness and consistency can be maintained at each stage, the requirements artifacts need to be traced to design artifacts and test artifacts. When changes are proposed or identified downstream, this provides a full view of the change's actual or potential impact for assessment

6. Document and maintain the design. : 

4/20/2009 166 6. Document and maintain the design. Design without documentation is not design. In early phases, the documentation is the design. In later phases, as code becomes the primary engineering artifact, design artifacts must be updated to ensure consistency and provide a basis for decision making about changes

7. Assess quality with an independent team. : 

4/20/2009 167 7. Assess quality with an independent team. To maintain a separate reporting chain from the analysts, designers, and testers, the project should assign to an independent team responsibility for ensuring overall adherence to quality standards -- for both the product and the process.

8. Inspect everything. : 

4/20/2009 168 8. Inspect everything. Inspecting the detailed design and code is a much better way to find errors than testing. Ensure that inspections cover all requirements, design, code, and test artifacts.

9. Plan everything early with high fidelity. : 

4/20/2009 169 9. Plan everything early with high fidelity. A complete, precise plan down to the "inch-pebble" level that lays out detailed activities and artifacts over the entire schedule is necessary to identify critical paths, manage risks, and evaluate programmatic changes.

10. Control source code baselines rigorously : 

4/20/2009 170 10. Control source code baselines rigorously . Once artifacts get into the coded stage, rigorous configuration management is necessary to maintain baseline control of formal releases in the test process, and to transition the product to a zero-defect state suitable for release.

Top Ten Principles of Modern (Iterative) Software management : 

4/20/2009 171 Top Ten Principles of Modern (Iterative) Software management 1. Focus the process on the architecture first. This requires a demonstrable balance among the driving requirements, architecturally significant design decisions, and lifecycle plans before the organization commits sufficient resources for full-scale development

2. Attack risks early with an iterative lifecycle. : 

4/20/2009 172 2. Attack risks early with an iterative lifecycle. An iterative process is required to refine understanding of the problem, and to shape an effective solution as well as an effective plan that ensures balanced treatment of all stakeholder objectives. Major risks need to be addressed early to increase redictability and avoid expensive scrap and rework later on

3. Emphasize component-based development. : 

4/20/2009 173 3. Emphasize component-based development. To reduce the amount of human-generated source code and custom development, project teams must move from a line-of-code mentality to a component-based mentality within an existing architectural framework. A component is a cohesive set of pre-existing lines of code, either in source or executable format, with a defined interface and behavior.

4 Establish a change management environment. : 

4/20/2009 174 4 Establish a change management environment. The dynamics of iterative development include concurrent workflows, as different teams work on shared artifacts. This calls for objectively controlled baselines that all project members can view

5. Enhance change freedom with tools for round-trip engineering. : 

4/20/2009 175 5. Enhance change freedom with tools for round-trip engineering. Round-trip engineering provides the environment support necessary to automate and synchronize engineering information in different formats (e.g., requirements specifications, design models, source code, and executable code).

5. Enhance change freedom with tools for round-trip engineering. : 

4/20/2009 176 5. Enhance change freedom with tools for round-trip engineering. Without substantial use of automation, it is difficult to reduce iteration cycles to manageable time frames that allow and encourage change. Freedom to change artifacts is a necessity in an iterative process, as it removes one of the predominant sources of friction perceived by the engineering teams.

6. Use rigorous, model-based design notation. : 

4/20/2009 177 6. Use rigorous, model-based design notation. A model-based approach (e.g., UML) supports the evolution of semantically rich graphical and textual design notations. Visual modeling with rigorous notations and a formal, machine-processable language permits more objective assessment than the traditional human review and inspection of ad hoc design representations in paper documents.

7. Instrument the process for objective quality control. : 

4/20/2009 178 7. Instrument the process for objective quality control. Lifecycle assessments of both the process and all intermediate products must be tightly integrated into the process, using well-defined measures derived directly from the evolving engineering artifacts and integrated into all activities and teams

8. Use demonstration-based assessment of intermediate artifacts. : 

4/20/2009 179 8. Use demonstration-based assessment of intermediate artifacts. Transitioning the current, state-of-the-product artifacts (whether an early prototype, a baseline architecture, or a beta capability) into an executable demonstration of relevant use cases stimulates earlier convergence on integration, more tangible understanding of design tradeoffs, and earlier elimination of architectural defects.

9. Plan releases with evolving levels of detail. : 

4/20/2009 180 9. Plan releases with evolving levels of detail. It is essential that the software management process drive toward early and continuous demonstrations within the operational context of the system, namely its use cases.

9. Plan releases with evolving levels of detail. : 

4/20/2009 181 9. Plan releases with evolving levels of detail. Each project increment and demonstration should reflect current levels of detail for both requirements and architecture. Use cases are the primary mechanism for organizing requirements, defining iteration content, assessing implementations, and organizing acceptance testing.

10. Establish a scalable, configurable process. : 

4/20/2009 182 10. Establish a scalable, configurable process. No single process is suitable for all software development projects. To be pragmatic, a process framework needs to be configurable to a broad spectrum of applications.

10. Establish a scalable, configurable process. : 

4/20/2009 183 10. Establish a scalable, configurable process. To ensure economies of scale and return on investment, the organization must instill a common process "spirit," so that all projects inherit a common set of best practices, especially for project management and context independent workflows, check points,metrics, and artifacts.

10. Establish a scalable, configurable process. : 

4/20/2009 184 10. Establish a scalable, configurable process. it should also allow tailoring and specialization so that each project can optimize the process implementation for the specific context of the project.

CMMI Alignment with Iterative Principles : 

4/20/2009 185 CMMI Alignment with Iterative Principles 1. Let us Focus the process on the architecture first. 2. Attack risks early with an iterative lifecycle. 3. Emphasize component-based development.

CMMI Alignment with Iterative Principles : 

4/20/2009 186 CMMI Alignment with Iterative Principles 4. Establish a change management environment. 5. Enhance change freedom with round-trip engineering. 6. Use rigorous, model-based design notation. 7. Instrument the process for objective quality control.

CMMI Alignment with Iterative Principles : 

4/20/2009 187 CMMI Alignment with Iterative Principles 8. Emphasize demonstration-based assessment. 9. Plan releases with evolving levels of detail. 10. Establish a scalable, configurable process.

CMMI Alignment with Iterative Principles : 

4/20/2009 188 CMMI Alignment with Iterative Principles Note that my analysis is still based on the industry's observable, default practices rather than on the CMMI's intentions.

CMMI Alignment with Iterative Principles : 

4/20/2009 189 CMMI Alignment with Iterative Principles Our attachment to legacy approaches and organizational cultures will be obstacles in achieving the CMMI's real intentions, Clearly, from my perspective, the CMMI represents a major improvement and challenge

approach to process : 

4/20/2009 190 approach to process An organization may choose an improvement from either of the following: • process area capability • organizational maturity

CMMI models support each approach with : 

4/20/2009 191 CMMI models support each approach with a representation. • process area capability - continuous representation • organizational maturity - staged representation

Some of the benefits that organizations have experienced : 

4/20/2009 192 Some of the benefits that organizations have experienced • more explicit linkage of management and engineering activities to business objectives. • improved visibility into the product life cycle and engineering activities •

Some of the benefits that organizations have experienced : 

4/20/2009 193 Some of the benefits that organizations have experienced leveraging from additional areas of best practice (e.g., measurement, risk management, and supplier management)

Some of the benefits that organizations have experienced : 

4/20/2009 194 Some of the benefits that organizations have experienced • more robust high-maturity practices • visibility into additional organizational functions critical to their products and services • tighter coupling to relevant ISO standards

Some Transition Considerations : 

4/20/2009 195 Some Transition Considerations If we are close to ML 2 or 3 wrt SW-CMM, Delay transition until you meet the goal. Pilot use of CMMI in a single division or business use.

steps : 

4/20/2009 196 steps ML 1 organizations might want to restart improvement efforts ML 2 organizations might incorporate CMMI in current plans ML 3,4,5 organizations can upgrade to CMMI processes via gap analyses and actions

CMMI Level 3 : 

4/20/2009 197 CMMI Level 3 Level 3 - Defined Process institutionalized Process consistent across the organization Process measurable

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4/20/2009 200 CMMI Level 3

CMMI Level 4 : 

4/20/2009 201 CMMI Level 4 Controlled using statistical and other techniques Process variation identified Level 4 Quantitatively Managed

CMMI Level 4 : 

4/20/2009 202 CMMI Level 4 YES YES Is the process stable and predictable? YES YES YES Is the collected data being analyzed? Are the quantitative/ qualitative objectives based on customer needs? Are significant processes/products statistically managed? Is quantitative/ qualitative process/ product data being collected?

summary : 

4/20/2009 203 summary CMMI is a collection of Process Areas (PAs)—all in all, 22 of them—and under each is a series of recommended practices. Each PA is supported by one or more specific goals, which can be reached using the recommended specific practices. To support the implementation of each PA, CMMI also uses generic goals. The generic goals help institutionalize the activities of a Process Area into a project. There are five generic goals, each with its own generic practices

Slide 204: 

4/20/2009 204 IEEE = ‘Institute of Electrical and Electronics Engineers’ - among other things, creates standards such as ‘IEEE Standard for Software Test Documentation’ (IEEE/ANSI Standard 829), ‘IEEE Standard of Software Unit Testing (IEEE/ANSI Standard 1008), ‘IEEE Standard for Software Quality Assurance Plans’ (IEEE/ANSI Standard 730), and others.

Slide 205: 

4/20/2009 205 ANSI = ‘American National Standards Institute’, the primary industrial standards body in the U.S.; publishes some software-related standards in conjunction with the IEEE and ASQ (American Society for Quality).

Slide 206: 

4/20/2009 206 Other software development/IT management process assessment methods besides CMMI and ISO 9000 include SPICE, Trillium, TickIT, Bootstrap, ITIL, MOF, and CobiT

Slide 207: 

4/20/2009 207 Certified Software Quality Analyst (CSQA) is a widely recognized certification in the software industry now. As a CSQA certified professional, the QA executives will be able to put the QA prinicples into practice in the right manner at the right time and hence will be able to play a huge role in building the organisations. Getting certified always helps in three ways: Indication of a level of knowledge and competence Certification can be a deciding factor in hiring, promotion, and salary action decisions Recertification requirements are a spur to continuing education

Lead Assessor for CMMI : 

4/20/2009 208 Lead Assessor for CMMI Develop the skills you will need to perform and lead a Process Professional Assessment using the SEISM's CMMI®

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4/20/2009 209