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CS410 1400-1550 T, H. T’Christopher Gardner. Administrivia. T’Christopher Gardner Office Hours half hour before and after class [email protected] 337-3909 if you desperately need me :) The Handouts The Projects. Specification: Standard Gauge Train Tracks 4’ 8.5”.

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Cs410 1400 1550 t h

CS4101400-1550 T, H

T’Christopher Gardner


  • T’Christopher Gardner

  • Office Hours half hour before and after class

  • [email protected]

    • 337-3909 if you desperately need me :)

  • The Handouts

  • The Projects

Specification standard gauge train tracks 4 8 5
Specification: Standard Gauge Train Tracks 4’ 8.5”

  • They’re built that way in England

    • England makes much of the world’s Rail lines

  • They were built by the people who built the pre-railway Tramways

  • The tram people used the same jigs and tools used for building Wagons

Specification standard gauge train tracks 4 8 51
Specification: Standard Gauge Train Tracks 4’ 8.5”

  • Wagon wheels had to operate over rutted roads

  • Roads were built by the Romans

    • Transportation system for Legions

    • Ruts created by Chariots

      • Chariots are the width of 2 horses/harnesses

Any unexpected results of the specification
Any Unexpected Results of the Specification?

  • SRBs

    • Thiokol, Utah

  • A major design feature of, arguably, the most advanced transportation system in the world was defined by a horse’s bottom...

Software quality engineering cs410

Software Quality EngineeringCS410

Class 1

Quality Overview, TQM

What is software quality
What is Software Quality?

  • Conformance to requirements (Crosby)

    • Problems:

      • What if requirements are wrong?

      • How do you know if requirements are being met?

  • Fitness For Use (Juran/Gruna)

    • Problems:

      • How many different ways are there for a customer to ‘use’ a product?

  • Customer’s view of Quality

    • Perceived value of the product based on price, performance, reliability, and satisfaction

Two perspectives on quality
Two Perspectives on Quality

  • “small q”

    • Intrinsic product quality

      • defect rate - how many bugs, or missing functions

      • What is considered a defect to the customer?

      • reliability - how often it fails

  • “big Q”

    • Broader level of quality

      • product quality

      • process quality

      • customer satisfaction

Two perspectives cont
Two Perspectives (cont.)

  • Will a good “q” guarantee customer satisfaction?

    • Issues

      • Performance

      • Requirements

      • Service

      • Documentation

  • Can you achieve a good “Q” without a good “q”?

    • Bugs and poor reliability lead to poor customer satisfaction

Quality parameters quality attributes to quantify customer satisfaction











Hewlett-Packard - FURPS






Quality ParametersQuality attributes to quantify Customer Satisfaction

Quality parameters cont
Quality Parameters (cont.)

  • Weighting of parameters

  • Characteristics of system will help determine what’s important

    • What is important here?

      • Life support system

      • Word processor

      • Network based systems

  • Trade-offs (see fig 1.1 p. 6)

Customer s of quality
Customer(s) of Quality

  • Who is the customer of Quality?

    • External - the ones who buy/use the product

    • Internal - the ones at the next phase of the development process

  • Process quality vs. Product Quality

    • Which is more important?

    • Are they related?

    • Can you achieve good product quality without having good process quality?

Total quality management tqm
Total Quality Management (TQM)

  • Term coined by the U.S. Navy (1985) to encompass various quality methods and ideas from the 70’s and 80’s.

  • A management style aimed at achieving long-term success by linking quality with customer satisfaction

  • A corporate culture where all team members participate in the improvement of processes, products, and services

Total quality management cont
Total Quality Management (cont.)

  • TQM is used today by many large and small companies:

    • Hewlett-Packard Total Quality Control

      • Malcolm Baldrige National Quality Award (MBNQA) awarded 1988

      • Focus on management commitment, leadership, customer focus, total participation, and systematic analysis

      • Strategies and plans drive quality improvements, efficiency, and responsiveness

Total quality management cont1
Total Quality Management (cont.)

  • Motorola Six Sigma Strategy

    • Focus on achieving stringent quality levels in order to obtain total customer satisfaction

    • Cycle time reduction and participative management are key elements

  • IBM Marked Driven Quality

    • MBNQA awarded 1990 for AS/400 development

    • Focus on defect elimination, cycle time reduction, customer satisfaction, and MBNQA adherence

    • “Customer is final arbiter”

Key elements of tqm
Key elements of TQM

  • Customer focus - Understand customer wants and needs. Measure and manage customer satisfaction.

  • Process - Stabilize process and achieve continuous process improvement. Product quality will be enhanced through process improvement

Key elements of tqm cont
Key elements of TQM (cont.)

  • Human side of quality - Create a company culture about quality. Focus areas: Management, leadership, empowerment, social, psychological and human factors.

  • Measurement and analysis - Drive continuous improvement in all quality parameters through a goal-oriented measurement system.

Organizational frameworks
Organizational Frameworks

  • Designed to substantiate the TQM philosophy

  • Quality Improvement Paradigm (QIP)

    • Continuous improvement based on a set of evolving goals, and evaluation of these goals

      • 1 - Characterize the project

      • 2 - Set the goals

      • 3 - Choose appropriate process

      • 4 - Execute process (and gather data)

      • 5 - Analyze data

      • 6 - Package the experience for reuse

Organizational frameworks cont
Organizational Frameworks (cont.)

  • Capability Maturity Model (CMM)

    • Developed by SEI at Carnegie-Mellon Univ.

    • Based on an organizational self-assessment

    • 5 defined levels of maturity

    • Action plans to achieve the next level are set

    • Each level has characteristics and expectations

    • Level 5 is a “continuous improvement” level

Key concepts
Key Concepts

  • Quality is hard to define and measure

    • “I know it when I see it”

  • If you can’t measure it - You can’t manage it

    • Quality and metrics are closely linked

  • Quality is hard to achieve

  • Corporate culture and management style drive quality

  • Customer satisfaction is the true test of quality

  • Who cares about quality awards? - The CUSTOMER!