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CS410 1400-1550 T, H

CS410 1400-1550 T, H. T’Christopher Gardner. Administrivia. T’Christopher Gardner Office Hours half hour before and after class tchris@turningwheel.net 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

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  1. CS4101400-1550 T, H T’Christopher Gardner

  2. Administrivia • T’Christopher Gardner • Office Hours half hour before and after class • tchris@turningwheel.net • 337-3909 if you desperately need me :) • The Handouts • The Projects

  3. 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

  4. 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

  5. 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...

  6. Software Quality EngineeringCS410 Class 1 Quality Overview, TQM

  7. 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

  8. 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

  9. 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

  10. 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

  11. 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)

  12. 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?

  13. 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

  14. 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

  15. 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”

  16. 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

  17. 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.

  18. 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

  19. 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

  20. 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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