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Quality: It’s not just a phase!

Quality: It’s not just a phase!. Integrating Quality Throughout the SDLC. Boulder QA Meet-up 9/11/13 Melinda Wells. Objectives. Quality Management Overview Why ISO 9001:2008? Impacts and Returns Discussion: How do we integrate quality (as defined by ISO) into our agile projects?

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Quality: It’s not just a phase!

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  1. Quality:It’s not just a phase! Integrating Quality Throughout the SDLC Boulder QA Meet-up 9/11/13 Melinda Wells

  2. Objectives • Quality Management Overview • Why ISO 9001:2008? • Impacts and Returns • Discussion: How do we integrate quality (as defined by ISO) into our agile projects? • Requirements Definition & Review • Design & Development Outputs • Design & Development Review • Design & Development Verification • Design & Development Validation • Controlling Change • Summing It Up

  3. Quality What?

  4. Quality Management: Quick & Dirty

  5. Otherwise Known As… • The “Plan – Do – Check – Act” (PDCA) cycle is the operating principle of ISO's management system standards: Plan– Establish objectives and make plans (analyze your organization's situation, establish your overall objectives and set your interim targets, and develop plans to achieve them). Do – Implement your plans (do what you planned to). Check – Measure your results (measure/monitor how far your actual achievements meet your planned objectives). Act – Correct and improve your plans and how you put them into practice (correct and learn from your mistakes to improve your plans and achieve better results next time).

  6. Why ISO 9001:2008 ISO infuses Quality Management with the following 8 principles and gives us specific requirements to adhere to: • Customer focus • Leadership • Involvement of people • Process approach • Systematic approach to management • Continual improvement • Factual approach to decision making • Mutually beneficial supplier relationships

  7. Common Misconceptions Investment in Process = More Cost. Operating margins cannot afford processes.Processes increase overhead, resulting in moredevelopment and/or deployment time. Processes make an organization inefficient. Our time is consumed bydocumentation, ratherthan running the business. Operating margins actually increase due to reduction of rework and elimination of waste. Overhead is reduced after processes are properly aligned with business practices. Studies have proven that Certified Quality Management organizations increase produc- tivity over non-certified organizations.

  8. Discussion Time!

  9. Requirements Definition & Review ISO requires: • All requirements be clearly defined. • All requirements be reviewed prior to commitment/contracting. • Ensure requirement conflicts are resolved • Ensure the organization can meet the requirements • Ensure they are adequate, complete, and unambiguous • Records of the results of the review and actions arising from the review shall be maintained. • Change be managed. • Amend relevant documents • Notify relevant personnel How do we meet these in our Agile projects?

  10. Design & Development Outputs ISO requires: • Outputs contain or reference product acceptance criteria. • Outputs be reviewed and approved prior to release: • Ensure requirements are met • Identify any problems and propose necessary actions • Verification ensures the defined requirements have been met. • Validation ensures the end product is capable of meeting requirements for intended use and is completed prior to delivery/implementation. • Records of the results of the reviews, verification, and validation, and actions arising shall be maintained. • Change be managed. • Changes must be reviewed, verified and validated, and approved prior to implementation. • Include evaluation of the effect of the changes on constituent parts and product already delivered. • Records of the changes and results of the reviews of changes and any necessary actions shall be maintained. How do we meet these in our Agile projects?

  11. Summing It Up • Quality is not just a phase of verification against the requirements. • Quality Management provides a solid framework for continual improvement and customer satisfaction. • Even if our companies are not following a specific Quality Management methodology such as ISO 9001:2008, we can influence change and propose more quality gates throughout the SDLC.

  12. THANK YOU! • Please contact me with any questions! • melindagwells@gmail.com

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