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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

administrivia
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
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
IBM - CUPRIMDSO

Capability

Usability

Performance

Reliability

Installability

Maintainability

Documentation

Service

Overall

Hewlett-Packard - FURPS

Functionality

Usability

Reliability

Performance

Serviceability

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!
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