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Quality@FCITraining for Team Members

Fujitsu Consulting India

Quality Assurance Group

Copyright 2010 FUJITSU CONSULTING INDIA

Quality Policy

At FCI, we are committed to growth

through complete client satisfaction,

which shall be achieved by

providing on time delivery

of cost effective quality IT solutions through

continual process improvement

Copyright 2010 FUJITSU CONSULTING INDIA1

Agenda

Project Activities

Quality And Processes

CMMI Levels

Process Areas

Scenarios and Case Studies

Tests


What is Quality


Product meets the expectation of the customer

Quality can also be defined as “conformance to

requirements” and “fit for use”.

Process?

Process: a set of practices performed to achieve a given

purpose. May include tools, methods, and/or people.

Helps in benchmarking against competition

“The quality of a product is largely determined by the

quality of the process that is used to develop and

maintain it.”


Why focus on Process?


A set of practices performed to achieve a given purpose steps or operations

TechnologyPeople

Improved Process + Competent Workforce + Appropriate Technology

=

Reduced Risk, Higher Productivity, and Better Quality

Process

CMMI


Capability Maturity Model Integration• The Software Engineering Institute of Carnegie Mellon University

develops CMM during the late 1980s

• CMMI integrates the software, systems engineering, Integrated Product

& Process Development (IPPD) and Supplier Sourcing disciplines

• CMMI is Process Improvement Model That Provide set of Best

Practices That Address Productivity, Performance, cost and stakeholder

satisfactions

• Yard stick for assessing current practices, prioritize improvements &

guide implementation

• CMMI is model not Process, The Model shows what to do, Not how to

do it or Who does it

CMMI Models


CMMI SVC - Coverage


CMMI : Maturity Levels


CMMI is:Model and not ProcessShows what to do and not how, or who,

does it.

CMMI for Services : Process Areas


Process Areas A set of Best Practices, when

implemented,

satisfy important organization goals

for making process improvements

in that area.

Level 2


Level 1

Level 2

Project Planning - Purpose


To establish and maintain plans that define project

activities

Project management


Scope

•Size

•Complexity

•Project lifecycle

(V-Model, Evolutionary)

Risks Resources

Supplier

Quality

Cost Schedule

System

requirements

Plan by estimating, monitor

and control

Project Planning - Why


When Project Planning Isn’t done Well ..

Poor estimates

Cost and Schedule overrun

Resources not available on time.

No lessons learned

Making same mistakes

Customer Dissatisfaction

If you fail to Plan, then you Plan to fail.

Project Monitoring and Control

Its purpose is to provide an understanding of the

project's progress so that appropriate corrective

actions can be taken when the project's

performance departs significantly from the plan


Project Monitoring and Control


Project Plans

MonitorProjectRisks

MonitorCommitments

AnalyzeIssues

TakeCorrective

Actions

ConductMilestoneReviews

MonitorData

Management

MonitorProject

PlanningParameters

ManageCorrective Actions

to Closure

Monitor Project Against Plans

ConductprogressReviews

MonitorStakeholderInvolvement

ManageCorrective

Actions

Project Monitoring and Control - Why

When Project Monitoring and Control Isn’t done

Well..

• Crisis management – Lot of time spend in discovering project

status

• Data needed for management decision is unavailable

• Corrective Actions identified until it’s too late

• Late Corrective actions are expensive


Measurement and Analysis

To develop and sustain a measurement capability

to support management information needs


If You Don’t Know Where You Are a Map Wont Help !

Measurement and Metrics


*Measurement (n)

The act or an instance of

measuring

Time taken -> X hrs

Distance Traveled -> Y kms

Example

Metric (n)

a system or standard of

measurement

Speed ->

(Distance Traveled)/Time Taken)

kms/hr

Car Time Taken (Hrs) Distance Traveled

(Kms)

Honda 3.2 200

Maruti 800 2.5 150

Speed (Kms/Hr) Remarks

62.5 Faster

60.0

Data – Information – Knowledge - Wisdom


Data

Information

Knowledge / Metrics

Wisdom

150 LOC, 1.5 hrs, 16 defects

90 LOC, 1 hr, 10 defects

Review pace of 100 LOC/hr resulted in defect density of 0.106

Review pace of 90 LOC/hr resulted in defect density of 0.111

Defect density decreases as the review effort increases to a certain value

To decreases defect density by X, review effort needs to be increased by Y

Used for future

Measure

Metric

Data is a collection of facts.

Data can be represented

using pictures, words or numbers.

Information is meaningful data.

Information is an inference drawn

based on facts that data presents.

Metrics establish the relationship between

individual sets of data/measures,

Defect Density = Defects / Effort

Process and Product Quality Assurance


Provide staff and management with objective insight

into the processes and associated work products.

Auditing


Checklist

Audit Preparation

Prepare Audit

Reports

Audit Meeting

Take corrective/ preventive

actions

NC data

Analysis

Update checklist

Refine process (if

required)

Monitoring

Escalate to DM,

if required

Causal

analysis

Organization

process

Audit planning

Communicate

schedule

Auditing is a health

check activity

Project Artifacts

Configuration Management - Purpose


Establish and maintain the integrity of work products

using configuration identification, configuration control,

configuration status accounting, and configuration audits.

Configuration Identification

Selection of Configuration items for a project

Their naming conventions

Versioning conventions

How will they be preserved

Security etc.

Retention period


Configuration Items


Source code modules

System data files

Requirement specs

Design specs

Interface specs

Architecture specs

Test plans

Test procedures

Test data

Test results

User documentation

Software development

plan

Quality plans

Linkers & Loaders

Debuggers

Operating systems

Shell scripts

Third-party tools

Baseline


Baseline - A specification or product that has been formally reviewed and agreed upon, that

thereafter serves as the basis for further development, and that can be changed only through

formal change control procedures. [IEEE-STD-610]

Requirements Design Coding TestingBuild and

release

Requirements

baseline

Requirements

document

Design baseline

Requirements

document

Design

Document

Code baseline

Requirements

document

Design

Document

Code

Test baseline

Requirement

s document

Design

Document

Tested Code

Case Study


INOUT

Kitchen Door

Waiter

CoffeeMilk Shake

•Check the bill

• Apologise

• Take back the Milk shake

• Inform Cook

• Change the Bill

• Serve the coffee

Cook

Change management


Change Request

Impact analysis

Code Repository

Changing

Code Testing Build and

release

Documents

Alternate solutions

Update the impacted

documents

Configuration Audits

Functional Configuration Audit(FCA). Ensures that the functions

defined in the specifications are all implemented in the correct

manner.

Physical Configuration Audit(PCA). Determines whether all the

items identified as configuration items are present in the product

baseline.

Timing. Both FCA and PCA are usually performed at the end of a

phase in the development life cycle.

Who?. Audits are usually performed by a representative from the

Release team, the QA department, and/or the customer/client.


Requirement Management


The purpose of Requirements Management is to manage the requirements of

the project's products and product components and to identify inconsistencies

between those requirements and the project's plans and work products.

You Client


Customer Expectations

Requirement Management - Why


When Requirement Management Isn’t done Well ..

• High level of re-work

• Requirement are accepted from any source

• Lack of agreement on requirements.

• Lack of traceability

• Delivery of incorrect or incomplete Services

Service System Transition


The purpose of Service System Transition (SST) is to deploy new

or significantly changed service system components while

managing their effect on ongoing service delivery.

Service System Transition


Service Delivery


Level 3


Level 1

Level 2

Level 3

Incident Management


Incident Management


Analyzing the problems, issues

Which can or impacted our service delivery

Capacity Management


Service Continuity


Integrated Project Management - Purpose


Establish and manage the project and the involvement

of the relevant stakeholders according to an integrated

and defined process that is tailored from the

organization’s set of standard processes.

Process data and Process asset library


Process Data

&

Process asset

Library @ QMS

Project 1 Project 2 Project 3 Project 4

Project data

Lessons learnt and best

practices

Integrated Project Management


Strategic Service Management


The purpose of Strategic Service Management (STSM) is to establish

and maintain standard services in concert with strategic needs and plans.

Strategic Service Management


Risk Management


Risk Probability of occurrence of an event that

will negatively impact the project in terms of

quality, effort, schedule or cost.

Issue – When the identified risk occursAn event which negatively impacts the

project in terms of quality, effort, schedule or

cost.

Risk Management - Purpose


Identify potential problems before they occur, so that

risk-handling activities may be planned and invoked

as needed across life cycle to mitigate adverse

impacts on achieving objectives.

Risk Management - Why


When Risk Management Isn’t done Well ..

• Not tracking risks = Ignorance.

• Surprises for Management.

• Project Might get Hit.

• No lessons learned.

• Making the same mistakes.

Decision Analysis and Resolution-Purpose


Make decisions using a structured approach that

evaluates identified alternatives against established

criteria.

Organizational Training - Purpose


Develop the skills and knowledge of people so they can

perform their roles effectively and efficiently.

Organizational Process Definition-Purpose

Establish and maintain a usable set of organizational

process assets.


Organizational Process Focus


Establish and maintain an understanding of the

organization’s processes and process assets, and to

identify, plan and implement the organization’s process

improvement activities.

CMMI Level 3 VS CMMI Level 5

CMMI Level 3

CMMI Level 5

High Maturity Is Not Management by

Rear-View Mirror rather its

Management with a Navigation

System

CMMI Level 4 - Expectations

Level 4 Process Areas

Organizational Process Performance

Quantitative Work Management

Quantitative Work Management

Level 4 – Quantitatively Managed

To quantitatively manage the project’s defined process to achieve

the project’s established quality and process performance

objectives.

Remove assignable (special) causes of variation

Understand past, control present and predict future – quantitatively

Organizational Process Performance

Establishes a quantitative understanding of the performance of the

organization’s set of standard processes

Provides process performance data, baselines, and models to quantitatively

manage the organization’s projects

project’s defined

process

customer and project

objectives

measurement

repository

organizational

standard process

organizational

performance data

& models

tailoring

project performance

Organization Process Performance

CMMI Level 5

Level 5 Process Areas

Causal Analysis and Resolution

Organizational Performance Management

CMMI Level 5

Level 5 – Optimizing

To identify causes of defects and other problems and take action to

prevent them from occurring in the future.

Systematically address common causes of variation

Identify Innovations, Run Pilots , Implement on Projects, Calculate

ROI -> Impact on Business Goals

Innovations @ Organization Level

Implementation @ Project Level

Project Performance Improvements

Benefits @ Organization Level

Case Study


Read the Following

MacSimpson

MacHenry

MacTavish

MacHinery

MacDonald

MacBeth

Defect


What is a software defect ?

• Deficiency or Imperfection

• Definition :A flaw in a system or system component that

causes the system or component to fail to perform its

required function.

Defect Detection Vs Defect Prevention


Defect Detection

‐ Process of finding and fixing errors.

‐ Can be detected during inspection, reviews, testing, and even after customer

release

‐ Firefighting approach

Defect Prevention

‐ Process of improving quality and productivity by preventing the injection of

errors into the software product

‐ Instead of troubleshooting the system and finding and fixing the defects,

prevent them from being introduced

‐ Proactive approach

Causal Analysis - Process


Problems /

Defects

Causal analysis

meeting

Identify Preventive

Action Plan

Plan and select

team for

Causal analysis

Evaluate and verify the

effectiveness of actions taken

Implement

Action Plan

Causal Analysis Tools


Pareto Analysis

41.7

95.8 97.2 98.3 99.3 100.0

93.1

79.2

0

50

100

150

200

250

300

350

Process

Documentation

Typography

Lack of Domain Knowledge Interface

Function

Build/Package/Merge

Assignment

Causes

No

of

defe

cts

0.0

25.0

50.0

75.0

100.0

% C

um

Defect count

Cumulative percentage

Benefits of Causal Analysis


• Error detected at an early stage are easy to analyze, correct and is less expensive

• Cost of finding and fixing errors increases exponentially at a later stage

• CAR results in improvement not only at project level but also at organization level resulting in increasing customer satisfaction.

• Without analyzing the statistics and defects the fine tuning of development process is not possible

Organizations using CMMI


Fujitsu Consulting -US• Boeing

• DynCorp

• FAA

• General Dynamics

• Honeywell

• Intel

• L3 Communications

• NASA

• Nokia

• NTT Data

• Raytheon

• Samsung

• Bank of America

• Bosch

• EDS

• General Motors

• IBM Global Services

• J. P. Morgan

• Lockheed Martin

• Northrop Grumman

• OUSD (AT&L)

• Reuters

• U.S. Army

• Wipro

• U.S Air Force

• U.S treasury Dept.

• BMW

• Ericsson

• Accenture

• Hitachi

• Infosys

• KPMG

• Motorola

• NEC

• NRO

• Polaris

• SAIC

• TRW

• Zurich Financial Services

69

What is Macroscope?

The core methodology we use to deliver our services

• Our repository of best practices (roadmaps, processes, techniques, roles,

checklists, templates, examples, etc.)

• Our common language: across projects.

• Goes beyond delivering the technical solution with program governance and

organizational change processes

• Macroscope - Result of 30+ years of consulting and system integration experience

• Contains processes for Delivery and Support Functions

• Macroscope Templates are tailored to meet Offshore needs and CMMI Best

Practices

Aligned with best practices (ITIL, CMMI, AGILE, etc.)

Extensions for

SAP

AMS

SaaS

JD Edwards

Oracle

Agile

QMS for Services


QMS & Macroscope Linking


Process linkage to Macroscope

QMS for Services


Process Gate – Quick Points expected for this process

QMS for Services


Templates required for this Process

Templates from

Macroscope

QMS for Services


Applicable Checklists for this process

QMS for Services


Guidelines

QMS for Services


Filled Samples


Quality Assurance is a Continuous Journey, not a

Destination !

Thank you
