process quality management, human resources, qualityassurance

Arab Open University

2nd Semester, 2006-2007

M301

Unit 5.4

Process Quality Management, Human

Resources, Quality

Assurance

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mailto:[email protected]

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Topic Road Map

Overview of process quality

Project Management

Quality Management

Configuration Management

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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.

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People Management

An important part of people management

is a combination of management and

leadership.

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Matrix Organization

A popular way of organizing a software

development company, or division within a

larger company, to accommodate such

organization-wide people management.

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… Matrix Organization

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Team Organization

Task-oriented team organization

Subsystem-oriented team organization

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Task-oriented Team Organization

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Subsystem-oriented Team Organization

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Quality Management

Quality is fitness for purpose.

Quality Management is that aspect of the

overall management function that

determines and implements the quality

policy.

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The problem of managing different

versions of items can be solved by

configuration management.

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Topic Road Map


Project Management

Quality Management


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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.

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Risk

The potential harm that may arise from

some present process or from some future

event.

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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).

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Risk Planning Strategies (Treatments)

Risk Avoidance.

Risk Retention.

Risk Reduction.

Risk Transfer.

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Risk Avoidance

Prevent the risk happening in the first

place.

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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.

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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.

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Risk Transfer

The costs resulting from an occurrence of

the risk event are passed on to a third

party.

Example: insurance policy.

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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.

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Estimation Methods

Estimation by analogy.

Estimation by work breakdown.

Function point analysis.

COCOMO.

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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.

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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.

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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.

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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.

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Adjusted FP

0no influence 5 essential

Example Page 21

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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.

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… COCOMO

Effort is not proportional to code size.

a nominal productivity.

b degree of diseconomy (if >1) or

economy (if <1).

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… COCOMO

Project duration is not proportional to

effort.

c basic duration.

d measure of non linearity.

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The Parameter Values for Basic COCOMO

Example Page 23

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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.

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PERT Chart Example

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Gantt Chart Example

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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).

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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.

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Quality Management System (QMS)

An organization-wide mechanism for

building quality into projects and for

managing the quality control process.

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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.

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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.

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Components of a QMS envisaged by ISO 9001 & 9000-3

Management responsibility.

Quality management system.

Internal quality audits.

Corrective action mechanisms.

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Capability Maturity Model (CMM)

A measure of an organization’s corporate

understanding of its development

processes.

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SPICE

ISO standard 15504, SPICE (Software

Process Improvement and Capability

dEtermination).

The objective of SPICE was to blend ISO

9000 and the CMM.

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Configuration Item

Any elementary type of thing that is

produced during a project (e.g. use case

diagrams, interaction diagrams, etc.)

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Configuration Repository

Configuration items would normally be

stored in machine-readable form in a

project repository or library or database.

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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.

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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.

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Baselines

Configuration versions are singled out as

special because they form a foundation

from which further development can

progress.

TMA5 – Q4

Thank You!

process quality management, human resources, qualityassurance

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