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Applying TQM, CMM and ISO 9001 in Knowledge Management for software
development process improvement

Article  in  International Journal of Services and Standards · January 2006

DOI: 10.1504/IJSS.2006.008161 · Source: DBLP

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Int. J. Services and Standards, Vol. 2, No. 1, 2006 101

Applying TQM, CMM and ISO 9001 in Knowledge

Management for software development process
improvement

Ming-Chang Lee
Department of Information Management,
Fooyin University,
Ta-Liao Hsiang, Kaohsiung County, Taiwan
E-mail: sc114@mail.fy.edu.tw

To Chang*
Department of Information Management,
Shu-Te University,
Yanchao Hsiang, Kaohsiung County, Taiwan
E-mail: changt@mail.stu.edu.tw
*Corresponding author

Abstract: Traditional software development process emphasises testing

techniques, but show weakness in planning. However, it does not satisfy the
requirement of the user to cause failure cost heavily. ISO 9001 Quality
Management System, Capability Maturity Model (CMM) and Total Quality
Management (TQM) are quality management technologies, which can be
applied to the quality industry. In addition, Knowledge Management (KM)
technology transforms these quality documents and process into actionable
knowledge in a format, when it is made available, can be utilised effectively
and efficiently throughout the entire software development. The aim of this
study applies ISO 9001, CMM and TQM in quality orient KM for software
development process improvement.

Keywords: ISO 9001:2000; Capability Maturity Model (CMM); Knowledge

Management (KM); Total Quality Management (TQM); software development
process.

Reference to this paper should be made as follows: Lee, M-C. and Chang, T.
(2006) ‘Applying TQM, CMM and ISO 9001 in Knowledge Management for
software development process improvement’, Int. J. Services and Standards,
Vol. 2, No. 1, pp.101–115.

Biographical notes: Ming-Chang Lee is an Assistant Professor in the

Department of Information Management at Fooyin University. His research
interests include knowledge management, parallel computing and data analysis.
His publications include articles in the Journal of Computer and Mathematics
with Applications, International Journal of Operation Research, American
Journal of Applied Science and Computers and Industrial Engineering.

To Chang is an Assistant Professor in the Department of Information

Management at Shu-Te University. His research interests include system
development, information security and management information systems.

Copyright © 2006 Inderscience Enterprises Ltd.

102 M-C. Lee and T. Chang

1 Introduction

Software quality and productivity are the key issues of software development.
In recent years the software development industry begins to recognise the need to apply
the principles of quality management to software engineering. Quality standards,
such as ISO 9000 series of standards and Software Process Maturity (SPM) are
becoming increasingly important to software development organisations throughout
the world.
The software developers use SPM assessments to analyse the maturity or competence
of an organisation’s software development process. A new version of SPM,
the Capability Maturity Model (CMM) is under development in the USA by the Software
Engineering Institute (SEI) (Baumert, 1992; Bollinger and McGowan, 1991). ISO 9001
pertains to software development and maintenance, identifies the minimal requirements
for quality system, while the CMM underlines the need for continuous process
improvement (Card, 1992).
The CMM provides a conceptual structure for improving the management
and development of software products in a disciplined and consistent way. It does not
guarantee that the software products will be successfully built or that all problems in
software engineering will be adequately resolved. Since the CMM is not an exhaustive
model, it does not address the software management and engineering practices that are
important for successful projects (Paulk et al., 1993). The CMM does not yet directly
address expertise in a particular application domain: specific tools, methods or software
technologies; or address issues related to concurrent engineering, teamwork, change
management or system engineering.
ISO 9001 describes only the minimum criteria for an adequate quality-management
system, rather than addressing the entire continuum of process improvement. In general,
ISO 9001 focuses on the areas such as standards and procedures process management,
software quality assurance and document control; while the CMM focuses on project
management, technical development and management, software configuration
management, process management, software quality assurance and software capability
evaluation (Dion, 1992). But, either ISO 9001 or the CMM still lacks in empowerment of
software developer, leadership and strategic quality. In any case, organisations should
focus on improvement to build a competitive advantage, not on achieving a
score – whether that is a maturity level or a certificate.
Total Quality Management (TQM) is defined as commitment of all employees
to the continuous improvement of work process with the purpose of satisfying
internal and external customers (Quazi et al., 2002). TQM is a management approach
aimed at satisfying all the customer requirements, needs and expectations using
a continuous improvement approach (Wang et al., 1995). The TQM principles
can be grouped into the following practical and common sense concepts (Wang
et al., 1995):

1 customer focus (internal and external customers)

2 leadership (management role changes to active leadership)
3 teamwork (multidisciplinary teams, include involvement of customers and suppliers)
4 continuous improvement process
 Applying TQM, CMM and ISO 9001 in Knowledge Management 103

5 measurement (the improvement process is based on quantitative and qualitative

metrics) and

6 benchmarking as a driver to improvement in a competitive environment.

Knowledge Management (KM) is the process of creating values from an organisation’s

intangible assets (Liebowitz, 2004). KM has been considered as a new corporate
information system paradigm for knowledge-intensive enterprises of the information
age (Choi et al., 2004). Over several years, there have been intensive discussions about
the importance of KM with the business community. Effectively implementing a sound
KM strategy and becoming a knowledge-based company is seen as a mandatory
condition of success for organisations as they enter the era of the knowledge economy
(Bose, 2004). Yang (2004) found that the KM plays significant roles in improving
the performance of a new product development. In particular, the speed knowledge
acquisition and the availability of knowledge dissemination facilities affect the cycle
time and new product development.
In the software development context, KM can be viewed as the foundation
for the continuous improvement of software process and consequently the resulting
products. Using a KM approach, knowledge created during the software process can be
captured, stored, disseminated and reused, so that better quality and productivity can
be achieved. KM can be used to better support several activities, such as software process
definition, human resource allocation, estimation, requirement analysis, quality planning
and so on.
There are three major aspects to consider when we implement KM. The first is to
identify the key knowledge for the company and to find out how to establish a process
for managing that knowledge. The second aspect relates to the fact that knowledge comes
from people’s thoughts. The third aspect has to do with establishing a mechanism to
encourage people to create, share and reuse knowledge (Kurose, 1999). Therefore,
knowledge structure of solution software process improvement is showed in Figure 1.
There are three parts: (1) field knowledge, (2) organised knowledge and (3) systemised
knowledge.
Field knowledge: This is the most important part. Field knowledge is captured,
accumulated and reused by the software process implement. The important point here is
not to try to standardise the formats and approaches for the task of each software project.
Organised knowledge: Organised knowledge is field knowledge that is organised for
reuse as know-how by the entire software development process.
Systemised knowledge: Systemised knowledge consists of: (1) systematically
organised and summarised known-how which comes from field knowledge and
organised knowledge and (2) tools that can be used very effectively for system
integration. Systemised knowledge is given to system integrators as an efficiency
improvement tool (Parzinger and Ravinder, 2000).
From the above statements, the aim of this study applies ISO 9001, CMM and TQM
in quality orient KM for the software development process improvement. Focusing on
the combined approaches and methodologies, the software development process of a
software company is analysed for a quality system design. The main functional modules
include ISO document management system, CMM document management system and
TQM plan-do-check-action cycle.
104 M-C. Lee and T. Chang

Figure 1 Knowledge structure of solution software process improvement

Source: This study.

2 Software quality management

2.1 ISO 9001 standards

ISO 9001:2000 is an international standard on quality management system requirements
necessary for quality assurance in an organisation. Organisations use it when they must
ensure that the supplier conforms to specified requirements during several stages of
development, production, installation and servicing (ISO 9001:2000). For example,
it provides guidelines for the application of ISO 9001 to establish an infrastructure
framework, involving various emerging technologies, for the development of an
agent-based quality enhancement system (Ho et al., 2005). Any organisation that wishes
to survive in the market, needs to offer their products at a practical price which the
customers are willing to pay. Hence, the organisation must implement and maintain a
management system that is designed to constantly improve their performance, to provide
best value for memory products. This was shown in the quality management system
process model in Figure 2.
The strengths of ISO 9001 are described as follows:

1 It has been internationally compiled and commonly used as a general standard model
for integration of quality into business applications for around 100 countries and in
multitude different fields of business.
2 It supports complete documents procedure and adopts process model and disciplined
guidelines for software organisations.
 Applying TQM, CMM and ISO 9001 in Knowledge Management 105

3 It adopts top-down approach to develop software guidance for performance

improvement.
4 It encourages companies to examine critically their internal quality management
system.

Figure 2 ISO 9001:2000 Quality Management System process model

Source: ISO 9001:2000.

However, ISO 9001 has the following weaknesses:

1 It does not define the benchmark effectiveness of organisation’s process.
2 It takes too much time to prepare documents and communication between
developers and users.
3 It requires auditor to find the requirements of the standard and structure
the improvement program to ensure that action items are designed to
close gaps.
4 It loses the global picture of the company and often measures are not tied
to business goals.

2.2 The Capability Maturity Model

CMM for software developed by the SEI is a framework that describes the key elements
of effective software processes (Paulk, 1995a,b). CMM has had a major influence on the
software process and quality improvement around the world (Silver, 1992). The model
provides an evolutionary scale of five maturity levels. These levels describe an
evolutionary path from ad hoc, chaotic process to mature, disciplined in detail and are
summarised in Table 1. The five levels can be briefly described as:
• Level 1 – Initial: Processes are ad hoc, unpredictable, poorly controlled and reactive.
The success of a project depends mainly on individual heroes, fire fighters.
• Level 2 – Repeatable: Project management and commitment process are defined and
disciplined. Previous successes can be repeated in a new project.
106 M-C. Lee and T. Chang

• Level 3 – Define: Standard organisational processes for project management and

engineering are in place.
• Level 4 – Managed: Process is measured and controlled quantitatively.
• Level 5 – Optimising: Process capability is being continuously improved.
As Table 1 shows, the CMM is organised into five levels. Except for level 1, each level
has a set of key process areas that an organisation should focus on to improve its
software process. Each key process area comprises a set of key practices that indicate if
the implementation and institutionalisation of that area are effective, repeatable and
lasting.

Table 1 The CMM is organised into five levels

Level Key process

5 – Optimising: Continuous process Define prevention, technology change

improvement is enabled by quantitative management and process change management
feedback from the process and from
piloting ideas and technologies.
4 – Managed: Detail measures of the Quantitative process management and
software process and product quality are software quality management
collected. Both the software process and
products are qualitatively understood and
controlled.
3 – Define: The software process for both Organisation process focus, organisation
management and the engineering activities process definition, training program,
is documented, standardised and integrated integrated software management, software
into standard software process for the product engineering, intergroup coordination
organisation. All projects use an approved, and peer review
tailored version of the organisation’s
standard software process for developing
and maintaining software.
2 – Repeatable: Basic project management Requirements management, software
processes are established to track cost, project planning, software project tracking
schedule and functionality. The necessary and oversight, software subcontract
process discipline is in place to repeat earlier management, software quality assurance
successes on projects with similar application. and software configuration management
1 – Initial: The software process is
characterised as ad hoc, occasionally
even chaotic. Fee processes are defined
and success depends on individual effort
and heroics.
Source: Paulk (1995a).

3 The scope of TQM, CMM and ISO 9001

In this section, we discuss what is TQM compared to ISO 9001, CMM compared to ISO
9001 and a proposal of integrating models into the software development process to
establish a correct and complete quality management framework for information systems.
To mean the comparison of TQM with ISO 9001 and CMM, it should be examined the
scope of TQM, CMM and ISO 9001.
 Applying TQM, CMM and ISO 9001 in Knowledge Management 107

3.1 TQM: TQM framework to software quality improvement

TQM means that quality involves everyone and all activities in the company. Quality
means that conformance to requirements (meeting customer requirements). Management
means that quality can and must be managed. TQM is an organisational management
concept of the voice of the customer and is defined as commitment of all employees to
the continuous improvement of work processes with the purpose of satisfying internal
and external customers. The framework is outlined in Figure 3. Its components are
described in the following section:

• The need to improve the quality of a certain portion of the company

information is identified and an improvement process is Initiated (1).
This is activated by any of the following information stakeholders:
customer (user), providers, solutions’ suppliers, MIS organisation or
company management.

• A Team (2) is formed. It includes representatives of the information customer

(user), information providers, information suppliers, information organisation
and other stakeholders. The team uses the continuous improvement cycle of
PDCA as the backbone of the improvement process.

• In the Plan (3) phase, the customer needs are examined and translated into
Information Quality (IQ) dimensions and then into IQ specifications
(4), which become a critical part of information solution specification.

• The team Benchmarks (5) IQ performance in external

organisations/functions/information domains.

• In the Do (6) phase, information specifications are translated into

a solution. IQ targets, expressed as quantitative metrics, are designed
into the solution.

• In the Check (7) phase, the team uses the metrics to compare solution
performance with a predefined target. Gaps between customer
needs/expectations and actual IQ are identified.

• In the Act (8) phase, activities to close these gaps are agreed and implemented.

• A new PDCA cycle begin (9), to further improve the same information or
handle a different portion of the information used by company.

• The process contributes to the organisation information quality metrics and

dimension knowledge Base (10).

• The process is customer focused (11), meaning that satisfactions of the customer
needs serve as the overall objective of the framework.

• The leadership (12) role is to deploy an information quality culture in

which the improvement process can flourish. Its responsibility
includes: resource provision, improvement process initiation,
example setting in demanding, using and providing
high-quality information.
108 M-C. Lee and T. Chang

Figure 3 TQM framework to information quality

Source: Modify a framework for analysis of data quality (Wang et al., 1995).

TQM comprises some primary activities: Business System Planning (BSP), Quality
Function Deployment (QFD), Critical Success Factors (CSF) and Balanced Scorecard
(BSC). CSF developed by IBM is requirement of analysts, developing systems for
planning and control. QFD is cross-functional so that all departments work together to
achieve the common goal of satisfying customer demands. BSC is a method for
translating strategy into action and has been successfully implemented in all kinds of
companies all around the world. With this integration, an organisation that develops
software systems can produce a quality assurance plan and successfully carry out all the
tasks involved. TQM methodology is a new concept to information development process.
Applying TQM to software development, process can control software quality and
productivity, and selecting a suitable tool that can strengthen the capability of software
quality policy, quality awareness, prevention, correction and feedback. Table 2 describes
TQM to software development process.
 Applying TQM, CMM and ISO 9001 in Knowledge Management 109

Table 2 Describes TQM to software development process

Step Item Objective Task Tool

Plan System A process of definition, • Identify problems/ • Brainstorm
planning analysis, specification, • CSF
estimation and review • Feasibility study/
• Defined software • BSP
project/ • CSF

Do Software The requirements • Information flow • Techniques

requirements analysis task is process • Information structure • CASE tools
analysis of discovery and
evaluation • Software requirements • Training
specification/

Software Software design is a • Design process/

design process process through which • Transform analysis/
requirements are
translated into a • Transaction analysis/
representation of • Data structure design
software
Programming Translate a detailed • Program coding/
languages and design representation of • Unit testing/
coding software into a
programming language
realisation
Check Software To design tests that • Valid testing/ • Static testing
testing systematically uncover • Validation testing/ • Dynamic
different classes of testing
errors
Action Software It is expanding all • Preventive • Performance
maintenance variable resources maintenance award
maintaining old system • Corrective maintenance • Feedback
• Adaptive
maintenance

Source: This study.

In Table 2, there are six processes for software development. System planning includes a
process of definition, analysis, specification, estimation and review. The objective of
software requirements analysis is process of discovery and evaluation. Software design
process is a process through which requirements are translated into a representation of
software. Programming languages and coding translates a detailed design representation
of software into a programming language realisation. Software testing design tests that
systematically uncover different classes of errors. Software maintenance expands all
variable resources maintaining old system.
110 M-C. Lee and T. Chang

3.2 TQM compared to ISO 9001

ISO 9001 is a quality system management standard. TQM is a philosophy of perpetual
improvement. The ISO quality standard sets in place for a system to deploy policy
and verifiable objectives. An ISO implementation is a basis for a TQM implementation.
Where there is an ISO system, about 75% of the steps are in place for TQM (Pijl, 1997).
In short, implementing TQM is being proactive concerning quality rather than
reactive. The principles of TQM are as follows:
01 quality can and must be managed
02 everyone has a customer and is a supplier
03 processes, not people are the problem
04 every employee is responsible for quality
05 problems must be prevented, not just fixed
06 quality must be measured
07 quality improvements must be continuous
08 the quality standard is defect free
09 goals are based on requirements, not negotiated
10 life cycle costs, not front-end costs
11 management must be involved and lead
12 plan and organise for quality improvement.
TQM focuses on quality plan, quality assurance function, review and inspection and
internal audit. The strengths of ISO 9001 are described as follows:
01 project management process
02 document configuration control
03 defect tracking and status report
04 training activities and plans.
Table 3 illustrates how areas converge by TQM map to some elements of the ISO 9001
standard.

Table 3 Summary mapping between ISO 9001 and the TQM

ISO 9001 section TQM (focus, methodologies and project management)

Management responsibility Project management: project management process
Quality system Quality focus: quality plan, quality assurance function
Document control Methodologies: documentation configuration control
Design control Project management: project plan
Methodologies: methodology and process control
Quality focus: reviews and inspection
Metrics: defect tracking and status reports
Internal quality audits Quality focus: use of internal audits
Training Project team variables: training activities and plans
Source: This study.
 Applying TQM, CMM and ISO 9001 in Knowledge Management 111

3.3 Comparison of CMM and ISO 9001 models

Both the CMM and the ISO 9001 standards were designed to improve organisational
processes. Paulk (1995a,b) and Rozman et al. (1997) have performed comparison of the
models clearly where there is a strong correlation between ISO 9001 and CMM, although
some issues in ISO 9001 are not covered in CMM and vice versa. The two documents are
the explicit emphasis of the CMM on continuous process improvement. ISO 9001
addresses only the minimum criteria for an acceptable quality system. Another difference
is that the CMM focuses strictly on software, whereas ISO 9001 has a much broader
scope that encompasses system, software, processed materials and services. The biggest
similarity between the two documents is their bottom line: ‘Say what you do: do what
you say’. ISO 9001 requires documentation that contains instructions or guidance on
what should be done or how it should be done. CMM shares emphasis on processes that
are documented and practised as documented. From the above statements, comparison of
ISO 9001 and CMM is showed in Table 4. Table 5 is oriented towards users who are
already using CMM and are additionally interested in ISO 9001:2000 compliance or
towards users concurrently addressing CMM process improvement and ISO 9001
compliance.

Table 4 Comparison of ISO 9001 and CMM

ISO 9001 CMM

Minimum requirement to become
certification with implied
continuous improvement
Designed to apply to all industry
development
Outwardly focused
Yearly recertification
Third-party certification
Source: This study.
Five levels of certification with explicit continuous
improvement
Designed specifically for the software industry
Inwardly focused
No yearly recertification process
Certified by SE

Table 5 Mapping ISO 9001:2000 to CMM

ISO 9001 clause CMM process areas and practices

4.1: General requirements
4.2: Documentation requirement
5.1: Management commitment
5.2: Customer focus
5.3: Quality policy
5.4: Planning
5.5: Responsibility, authority,
and communication
5.6: Management review
6.1: Provision of resource
Outsourcing, supply agreement management, quality
assurance and management, process definition and
process improvement
Integrated enterprise management: evaluation, quality
assurance and management: configuration management,
information management
Integrated enterprise management
Needs,
Requirements
Integrated enterprise management
Integrated enterprise management, needs, quality
assurance and management
Integrated enterprise management
Integrated enterprise management
Project management
Integrated enterprise management
Project management
112 M-C. Lee and T. Chang

Table 5 Mapping ISO 9001:2000 to CMM (continued)

ISO 9001 clause CMM process areas and practices

6.2: Human resource
6.3: Infrastructure
6.4: Work environment
7.1: Planning of product
realisation
7.2: Customer-related process
7.3: Design and development
planning
7.4: Purchasing
7.5: Production and service
provision
7.6: Control of monitoring and
measuring devices
8.1: General
8.2: Monitoring and measurement
8.3: Control of
non-conforming product
8.4: Analysis of data
8.5: Improvement
Source: This study.
Integrated enterprise management
training
Evaluation, deployment, transition and disposal,
innovation
Needs, outsourcing, design implementations,
evaluation, deployment, transition and disposal,
project management, supply agreement management,
integrated
Requirements, project management, quality assurance
and management
Integrated enterprise management, needs, requirements,
evaluation, operation and support, project management,
configuration management
Requirements, design, outsourcing, design
implementation, integration, evaluation, project
management, integrated teaming, configuration
Alternatives analysis, outsourcing, evaluation, supply
agreement management
Requirement, design, design implementation,
integration, evaluation, deployment, transition
and disposal, operation and support, project
management, quality assurance and management:
configuration management, information
management
Design implementation, evaluation, measurement
and analysis
Evaluation, quality assurance and management,
measurement and analysis
Integrated enterprise management, needs, integration,
evaluation, project management, quality assurance and
management, measurement and analysis
Integrated enterprise management, evaluation, operation
and support, project management, configuration
management, information management
Needs, evaluation, supplier agreement management,
quality assurance and management, measurement
and analysis
Needs, evaluation, operation and support, quality
assurance and management: configuration management,
process management, process improvement

4 An integrated framework for software development process

Leem and Kim (2004) created an integrated evaluation systems performance, it is

developed based on the continuous improvement model of information systems
performance. The traditional approaches to software evaluation are based on the
development process point of view, Leem and Yoon (2004) suggested a maturity model
and a corresponding evaluation of software. Rozman et al. (1997) created a process use
integration of CMM and ISO quality models. In this study, an integrated quality
management model was created. A framework that integrates quality management model
with the concept of TQM and the strengths of the CMM and ISO 9001with KM system is
 Applying TQM, CMM and ISO 9001 in Knowledge Management 113

shown in Figure 4. Software development process involves many different activities such
as planning, analysis, design, coding, testing, verification, validation and maintenance.
In general analysis, design, coding and testing are called ‘process’. Software verification
and validation is the process of ensuring that the software under development or change
will satisfy functional and other requirements (validation) and that each step in the
process of building the software yields the right products (verification). Verification
evaluates system or component to determine whether the product of given life cycle
phase satisfies the conditions imposed at start of the phase. Validation involves actual
testing and takes place after verifications are completed. Validation occurs at the
end with user acceptance testing. The quality improvement problem-solving process
(PDCA – plan, do, check and action) is hired. Software quality requirement and software
quality planning use CSF, BSC or BSP to gather the requirements of customer and
translate these requirements into specific activities that software system does meet or
exceed these requirements.

Figure 4 An integrated framework for software development process

Source: This study.

114 M-C. Lee and T. Chang

Software development quality use CASE tool, development techniques for development
system analysis, design and coding phase. Software product quality check with static
and dynamic testing tools to find out whether defects and errors exist or not. Software
service quality is act to system service evaluation. It begins with a change request and
feedback to life cycle. In this framework, ISO 9001 has quality strategy, quality
assurance, prevention and correction to help software development process. The principal
tasks are quality management, internal/external audition and management review.

5 Conclusion

Software quality and productivity are the key issues of software development.
In recent years the software development industry begins to recognise the need to apply
the principles of quality management to software engineering. Quality standard, such as
ISO 9001:2000 standards and SPM, are becoming increasingly important to software
development organisations throughout the world. TQM can help organisation
increasingly efficiency and reusing information. KM can be used to better support
several activities, such as software process definition, human resource allocation,
estimation, requirement analysis, quality planning and so on.
In this study, we created an integrated model; it applies ISO 9001, CMM and TQM in
quality orient KM for the software development process improvement. Our next effort
will be the illustration of the software development process using this model.

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