QUALITY

STANDARDS
ISO 9000
• International standard for quality
management system 
• Generic in nature, applies to all
industries (production, construction,
manufacture, software, services)
• Not a product level standard.
ISO 9000: 2000
STRUCTURE
• (GUIDANCE DOCUMENTS
(DESCRIPTIVE):
o ISO 9000:2000 (QMS –
Fundamentals and vocabulary)
o ISO 9004:2000 (QMS – Guidance
for performance improvement)..
ISO 9000: 2000
STRUCTURE

• CONFORMANCE STANDARDS
(PRESCRIPTIVE):
 ISO 9001:2000 (QMS –
Requirements)
 SHALL: MANDATORY.
SCOPE OF ISO
9001:2000
ISO 9001 REQUIREMENTS DEFINE

“WHAT TO DO,

NOT HOW TO DO”

ISO 9000: QUALITY
MANAGEMENT PRINCIPLES
• A set of eight Management Principles form
the basis of ISO 9000:2000
• Derived from the collective experience and
knowledge of the international experts who
participate in ISO Technical Committee
ISO/TC 176
• Can be used as a framework to set up QMS
and guide the organization towards
improved performance and excellence..
ISO 9000: QUALITY
MANAGEMENT PRINCIPLES
• Customer Focus
• Leadership
• Involvement of People
• Process approach
• System approach to management
• Continual improvement
• Factual approach to decision making
• Mutually beneficial supplier relations.
ROLE OF TOP
MANAGEMENT
• Consistent, visible interest,
commitment and support
• Implement the eight management
Principles of ISO 9000:2000
• Establish Quality Policy, Quality
Objectives and communicate to all
employees
• Provide suitable resources -
personnel, equipment, materials..
ROLE OF TOP
MANAGEMENT
• Establish responsibilities and
authorities; communicate to all
concerned
• Nominate ‘Management
Representative’ to implement
the QMS
• Reviews of QMS, corrective
actions, preventive actions.
QUALITY PLANNING AT
ORGANISATION LEVEL
• Specify life cycle models for different types of
projects
• Describe contents of software products like:
o Software requirement specifications
o Design documents
o Source code headers
o User manuals..
QUALITY PLANNING AT
ORGANISATION LEVEL
• Describe contents of software management
plans like:
o Software project management plan
o Software configuration management plan
o Software verification and validation plan
o Software quality assurance plan..
QUALITY PLANNING AT
ORGANISATION LEVEL
• Describe conventions for use of:

o Programming languages
o Naming conventions
o Coding standards
o Commenting conventions.
QUALITY PLANNING AT
PROJECT LEVEL
• Identify quality requirements for the product
• Define quality system procedures and work
instructions
• Define product specific procedures and
instructions like:
o Project plan, other supporting plans
o Test plans (unit tests / functional tests /
integration tests / acceptance tests etc..)
QUALITY PLANNING AT
PROJECT LEVEL
• Design the tests with test
cases, test procedures and
acceptance criteria
• Define responsibility for
approving the outputs of the
processes.
 QMS DOCUMENT AND
DATA CONTROL
• Documents are approved for accuracy before
release
• Relevant versions are available and used
• Obsolete documents are removed; if retained,
are suitably identified
• Not necessary to document ALL processes and
forms - only those as required by ISO 9001 or
those felt necessary by the organisation.
IMPORTANT REQUIREMENTS OF ISO
9001:2000
• Resource management:
o Human resources
o Infrastructure resources
• Work environment
• Customer-related process:
o collect requirements, review and finalise
requirements
o Prepare design, review and finalise design
o Verification and validation..
IMPORTANT REQUIREMENTS OF ISO
9001:2000
• Prepare, review and finalise the
project plan
• Change control
• Identification, traceability,
preservation and release
• Safe handling of customer property
• Purchase and sub-contracting
• Calibration of measuring devices..
IMPORTANT REQUIREMENTS OF ISO
9001:2000

• Measuring and monitoring: project,

people, process and customer
satisfaction
• Internal quality audits
• Management reviews
• Continual improvement: corrective
and preventive actions.
SW CMM
• Research project sponsored by US
Department of Defence at Software
Engineering Institute, Carnegie Mellon
University, Pittsburgh, USA
• Other models:
o P-CMM, CMM I, SA-CMM..
SW - CMM
• Compilation of about 400 best practices
from number of software developers.
• First draft issued in March 1990
• Version 1.0 released for public in August
1991
• Version 1.1 released for public in
February 1993
• Version 2.0: Not released, but merged
into CMMI.
THE FIVE LEVELS OF
SOFTWARE PROCESS
MATURITY
Continuously 5.Optimizing
Improving Focus on process
Process improvement
4. Managed
Predictable
Process Process measured
and controlled
Standard,
Consistent 3. Defined
Process Process characterized,
fairly well understood
Disciplined 2. Repeatable
Process Can repeat previously
mastered tasks
1. Initial
Unpredictable and
poorly controlled
STRUCTURE OF SW-
CMM
• Five maturity levels:
o Level 1: Initial
o Level 2: Repeatable
o Level 3: Defined
o Level 4: Managed
o Level 5: Optimizing..
STRUCTURE OF SW-
CMM
• Each level (except level 1) has
Key Process Areas (KPA’s)
• Each KPA has:
o Goals
o Commitment to perform
o Ability to perform
o Activities performed
o Measurement and analysis
o Verifying implementation.
TYPICAL CHARACTERISTICS OF
LEVEL 1 ORGANISATION
• Uncertainty; confused
management, uncommitted to
quality.
• Ad-hoc, chaotic process.
• Develop software, but often with
large cost and schedule over-run.
LEVEL 2: REPEATABLE
• Awakening, organisation begins to
realise that quality will help
• Key process areas:
o Requirements management
o Software project planning
o Software project tracking
o Software sub-contract management
o Software quality assurance
o Software configuration management.
LEVEL 3: DEFINED
• Enlightened, formal quality
improvement program is launched
• Key process areas:
o Organisation process focus
o Organisation process definition
o Training program
o Integrated software management
o Software product engineering
o Inter-group co-ordination
o Peer reviews.
LEVEL 4: MANAGED
• Wisdom, when improvements are
established
• Key process areas:
o Quantitative process management
o Software quality management.
LEVEL 5: OPTIMIZING
• Certainty – quality management is
considered absolutely vital part of
company management
• Key process areas:
o Defect prevention
o Technology change management
o Process change management.
MAIN DRAWBACKS OF SW-
CMM
• Level 2 and level 3 do not genuinely
represent maturity
• Does not consider design process
• Does not consider deployment
• Too much emphasis on documentation
• Does not address any activity that is not
directly linked with software
development..
MAIN DRAWBACKS OF SW-
CMM
• Too much emphasis on inspection,
traditional QA ‘policing’
• Difficult to address architectural
flaws
• Addresses procurement activities
restricted only to outsourcing of
software.
CMM I
• Inputs from:
o SW-CMM Ver 2.0 (Draft C)
o EIA - 731 SE CM
o IPD CMM Ver 0.98a
• ‘Inspired by’:
o ISO/IEC TR 15504 SPICE Model..
CMMI
• Three models:
o CMMI-SE/SW
o CMMI-SE/SW/IPPD
o CMMI-SE/SW/IPPD/SS
• Each model can have:
o Staged representation OR
o Continuous representation.
 STAGED
SW-REPRESENTATION
CMM CMM - I *
• Maturity levels: • Maturity levels:
o Level 1: Initial o Level 1: Performed
o Level 2: o Level 2: Managed
Repeatable o Level 3: Defined
o Level 3: Defined o Level 4:
o Level 4: Managed Quantitatively *
o Level 5: Managed A
o Level 5: Optimizing l
Optimizing l

M
o
d
e
l
s
 LEVEL 2
SW- CMM CMMI *
• Requirements • Requirements
management
management • Project planning
• SW project planning • Project monitoring and
• SW project tracking control
• SW sub-contract • Supplier agreement
management
management
• Measurement and
• SW quality analysis
*
A
assurance • Process and product l
l
• SW configuration quality assurance
management • Configuration M
management o
d
e
l
s
 LEVEL 4
SW- CMM CMMI *
• Quantitative • Quantitative
process project
management management
• Software quality • Organizational
management process *
performance A
l
l

M
o
d
e
l
s
 LEVEL 5
SW- CMM CMMI *
• Defect • Organizational
prevention Innovation and
• Technology Deployment
change • Causal
management Analysis and *
A
• Process Resolution l
l
change M

management o
d
e
l
s
 LEVEL 3
SW- CMM CMMI SE/SW
• Organization process • Requirements Development
• Technical Solution
focus • Product Integration
• Organization process • Verification
definition • Validation
• Training program • Organizational process
• Integrated software focus
• Organizational process
management
definition
• Software product • Organizational Training
engineering program
• Inter-group co- • Integrated Project
ordination Management
• Peer reviews • Risk Management
• Decision Analysis and
Resolution
 LEVEL 3
SW- CMM CMMI
• Organization process
• SE/SW/IPPD
Requirements Development
• Technical Solution
focus • Product Integration
• Verification
• Organization process • Validation
definition • Organizational process focus
• Training program • Organizational process definition
• Organizational Training program
• Integrated software • Integrated Project Management
management • Risk Management
• Decision Analysis and Resolution
• Software product
engineering • Integrated Teaming
• Inter-group co- • Organizational
ordination Environment for
• Peer reviews Integration
 LEVEL 3
SW- CMM CMMI
• SE/SW/IPPD/SS
Requirements Development
• Organization process • Technical Solution
focus • Product Integration
• Verification
• Organization process • Validation
definition • Organizational process focus
• Training program • Organizational process definition
• Organizational Training program
• Integrated software • Integrated Project Management
management • Risk Management
• Decision Analysis and Resolution
• Software product • Integrated Teaming
engineering • Organizational Environment for
• Inter-group co- Integration

ordination • Integrated Supplier

• Peer reviews Management
CONTINUOUS REPRESENTATION
• All Process Areas are
segregated under
domains:
o Process Management
o Project Management
o Engineering
o Support.
CONTINUOUS REPRESENTATION
• Capability Levels of each
Process Area:
o Level 0: Not performed
o Level 1: Performed
o Level 2: Managed
o Level 3: Defined
o Level 4: Quantitatively Managed
o Level 5: Optimizing.
PROCESS
MANAGEMENT
Organizational Process Focus
Organizational Process Definition
Organizational Training
Organizational Process Performance
Organizational Innovation and Deployment.
PROJECT
MANAGEMENT
Project Planning
Project Monitoring and Control
Supplier Agreement Management
Integrated Project Management
Risk Management
Integrated Training
Integrated Supplier Management
Quantitative Project Management.
ENGINEERING
Requirements Management
Requirements Deployment
Technical Solution
Product Integration
Verification
Validation.
SUPPORT
Configuration Management
Process and Product Quality Assurance
Measurement and Analysis
Decision Analysis and Resolution
Organisational Environment for
Integration
Causal Analysis and Resolution.
STRUCTURE OF A PROCESS
AREA
• Each Process Area has:
o Specific goals
o Specific practices
o Generic goals
o Generic practices
o Subpractices
o Typical work products.
PMP
• Project Management Professional:
instituted by PMI (Project Management
Institute, Pennsylvania, USA)
• Internationally accepted certification
• Based on PMBOK (Project Management
Body of Knowledge)
• PMBOK Guide approved by ANSI as a
standard and by IEEE as guide to project
management.
DOMAINS IN PMBOK
• Integration Management: Project plan
development, execution and change
control
• Scope management: definition,
verification, change control
• Time management: scheduling,
tracking and control
• Human resource management:
planning, staffing, team development..
DOMAINS IN PMBOK
• Quality management: quality
planning, QA, QC
• Cost planning: resource
planning, budgeting, cost control
• Communications management:
communications planning,
information distribution, reporting,
closure..
DOMAINS IN PMBOK
• Risk management: risk
identification, quantification,
response development, monitoring
• Procurement management:
procurement planning, solicitation
planning, solicitation, contract
administration, contract close out.
PRINCE 2
• PRoject IN Controlled Environments
• Project Management Standard published
by CCTA (Central Computing and
Telecommunications Agency), UK
• Originally developed for use on British
Government IT projects
• Version 1 released in 1989
• Version 2 released in 2002.
PLANNING IN PRINCE
2
• Design a plan
• Define and analyse products
• Identify activities and their dependencies
• Estimate effort for each activity
• Schedule
• Analyse risk
• Complete plan.
PROJECT
ORGANIZATION
• Programme Management
• Project Board
• Project Manager
• Team Manager
• Team Member.
PROJECT PROCEDURES
• Starting a project
• Initiating a project
• Directing a project
• Controlling a project
• Managing product delivery
• Managing stage boundaries
• Closing a project.
P-CMM
• People Capability Maturity Model of SEI, CMU
• Applicable for developing, managing the
organization’s work force and knowledge
management
• Recognizes that single most important variable for
success: skill of the people
• P-CMM helps to improve ability to attract, develop,
motivate, organize and retain the talent required by
the organization
• Can be used by any type of organization..
P-CMM
• Version 1.0 released in 1995
• Version 2.0 released in 2002
• Part 1:
o rationale and evolution of the People CMM
o concepts of process maturity
o structure of the model
o how to interpret the model's practices
o case studies of results..
P-CMM
• Part 2:
o key practices of the People CMM that
contribute to maturing workforce capability:
o the individual, managerial, and organizational
practices; maturity levels:
 initial
 managed
 defined
 predictable
 optimizing..
P-CMM
• Part 3:
o References
o Glossary
o Practice-to-Goal Mappings for
People CMM Process Areas
o Change History.
LEVEL 2: MANAGED
• Staffing
• Communication and co-ordination
• Work environment
• Performance management
• Training and development
• Compensation.
LEVEL 3: DEFINED
• Competency analysis
• Workforce planning
• Competency development
• Career development
• Competency-based practices
• Workgroup development
• Participatory culture.
LEVEL 4: PREDICTABLE
• Competency integration
• Empowered workgroups
• Competency-based assets
• Quantitative performance management
• Organizational capability management
• Mentoring.
LEVEL 5: OPTIMIZING
• Continuous capability improvement
• Organizational performance alignment
• Continuous workforce improvement.
QUALITY JOURNEY BEGINS FROM

"WE DO NOT KNOW WHY WE

HAVE PROBLEMS WITH QUALITY"

AND PROCEEDS TOWARDS

"NOW WE KNOW WHY WE DO NOT

HAVE PROBLEMS WITH QUALITY"
AND THE JOURNEY
CONTINUES:
• Continually optimising

• Because:

• THERE IS ALWAYS A BETTER

METHOD