CO2403 and CO3808 – Quality Management Systems

1. CO2403 and CO3808 – Quality Management Systems Quality process definition, administration and accreditation

2. What is a Quality Management System (QMS) • A Quality Management System consists of the “..organisational structure, responsibilities, procedures ... and resources to ensure products, processes or services satisfy stated or implicit needs." (ISO8402) • The ISO9000 series is a general group of standards which can be applied to industry, commerce & service providers • ISO9001 is a standard which can be applied to an organisation which develops software, although it is not specific to this industry – this is also often referred to as BS5750

3. Why are they important? • Benefits of implementing a quality management system include: • policies and objectives set by 'top management' • understanding customer's requirements with a view to achieving customer satisfaction  • improved internal and external communications • greater understanding of the organization's processes • understanding how statutory and regulatory requirements impact on the organization and your customers • clear responsibilities and authorities agreed for all staff • improved use of time and resources • reduced wastage • greater consistency and traceability of products and services • improved morale and motivation

4. Defining the Quality Process • A Q.M.S. satisfying ISO9001 must define: • management responsibilities • documentation of the Q.M.S. • contract review • design control • documentation, change and configuration control • purchasing and bought-in product control • process control • inspection and testing • training • quality audits and statistical checks

5. QMS – Management & People Issues • It is important that management demonstrate clear commitment through their policies, attitude and the allocation of resources to QMS activities • The initial reactions of development staff may be negative • This can be tackled by demonstrating the benefits of the new system and to involve motivated staff in the planning and introduction of the new system • Clients will have to be convinced of the benefits of having agreed specifications and acceptance tests • Introduce open reporting on project progress (transparency) • Discuss project problems with the client at an early stage • Using and choosing competent external consultants can be difficult, check whether they: • use QMS themselves • have adequate resources • understand software development • are simply selling a packaged solution rather than something tailored to your needs • The benefits of involving consultants include the provision of an independent view which can help convince management of the need for a QMS and of the right approach to the implementation of a QMS and the wider experience they can bring to the problem. • The problems include the costs and their potential lack of experience of the reality of your particular business

6. Establishing a QMS • Identify the scope: will the QMS be applied to projects, departments or everything? • The structure of the QMS must fit with the policies, objectives & methods of the organisation Consider: • company's definition of lifecycle • quality requirements of each stage of the lifecycle • use of recognised methodologies • Use of supporting standards: documentation, layout, review, purchasing, fault management, configurations control, auditing ... • Flexibility: define authorised ways of varying standards • Implementation: which department first? which parts of system? (e.g. project management, documentation & review) • Detailed Planning • Identify Specific Goals and Objectives • List & size tasks • Estimate timescales & resources • Develop Activity Plan - it is sensible to start with a pilot project (a prototype!) • Evaluate technology to be used (e.g. configuration & change control software) • Allocate Tasks • Review cost & time estimates: compare with independent information (e.g. from Q.A. Department) • Planning will need to be thorough and should consider all the possible objections before presentation to management • Make sure that there is some enthusiastic management support to champion the cause • Consider the objectives and concerns of the individual managers/directors

7. Running a QMS • Set up standards • develop framework structure develop standards- draw on existing standards and procedures • review • encourage comments during introduction to ensure best practice is • revise • Implement standards • inform staff - newsletters, seminars - try to develop a 'quality culture' • train staff: at induction, as necessary so they can perform their work to standard, to ensure awareness of policy and to update on developing company standards and procedures • Maintain standards • set up a process for revising standards • collect information, for example from project reviews, audits and user comments e.g. on updating courses • change standards if necessary • Obtain certification • Choose an appropriate accrediting body • Ensure that everyone is properly prepared for the accreditation process

8. Process Accreditation • Performed by approved body (e.g. B.S.I) The Accreditation Process • Review the organisation's Q.M.S. description: does it conform to standard? • Visit: do the operations in practice conform to documentation? • Follow-up checks The Outcomes of Accreditation • The decision will be either approval or non-approval. This may be accompanied by • observations • - points to note (areas for future improvement) • minor discrepancies • - to be fixed over time • major discrepancies • - must be fixed before approval is granted

9. Examples of Accreditation Schemes An example of a software-specific quality standard • BSI Quality Assessment Schedules (QAS3302/79) • To meet this standard, an organisation must have: • a management code of practice for detailed planning • change control: product and documentation • design and progress reviews • design traceable to specification • test plans, test specifications and records

10. QMS Project Management Methodologies - PRINCE • PRojects IN a Controlled Environment • A project management methodology can reduce the causes of failure by providing • A consistent approach • A checklist of necessary tasks, • Techniques for performing those tasks • Responsibilities of participants • Emphasis on the business case for a project

11. PRINCE Features • Focus on business goals • Coverage of the full project-lifecycle • Can be tailored to suit the project • Defined involvement of stakeholders • Structure & roles for the management team • Management commit resources as part of any approval to proceed

12. PRINCE Features • Planning based on products rather than tasks • Manageable and controllable stages • Regular reviews of progress • Clear project documentation • Based on management by exception • only report issues and the proposed responses • Support for the management of risk quality, and changes during the project

13. Prince Overview

14. Organisation • Project board: owns and directs the project • Executive (chair), business interests • Senior user (users) • Senior supplier ( developers) • Project manager • Day-to-day management of the project • Reports regularly on progress and predicted problems • Project assurance team • Ensures quality of project and product • Provides an independent view of progress

15. Product-based Planning

16. Activity Network Planning

17. PRINCE Plans • Activity plans: based on product oriented planning • Project plan: high-level plan of whole project • Stage plans: detailed plan for the next stage only • Individual work plans: lists for team members • Resource plan: finances for project • Quality plans: quality activities - reviews and tests • Exception plans: • Only produced if the project may miss targets (within the tolerance allowed) to suggest how to tackle the problem

18. PRINCE Phases

19. Example PRINCE Documents • Project start up • Project brief, project approach • Project management team and job descriptions • Project initiation • Simple terms of reference • Risk analysis • Project quality plan • Business case controls and issue management plan • Stage by stage management • Product checklist • Review sign-off • Work package • Exception report • Project closure • Customer acceptance • Lessons learnt log

20. Summary • Quality Management Systems • Define roles, responsibilities and procedures to be followed • Can be accredited by external organisations • Signifies a quality culture • May be required to work with some organisations • PRINCE is a Methodology for project management focussed on consistency, improvement and quality • PRINCE is used widely in government organisations and increasingly so in the commercial sector

21. Links – Wider reading • Tickit - This is a British Government Scheme to apply ISO9000 series to software development http://www.tickit.org/scheme.htm • PRINCE2 http://www.ogc.gov.uk/methods_prince_2.asp • British Standards Institute list of Standards relevant for Software Development http://www.bsi-global.com/ICT/SoftwareQuality/index.xalter