Fujitsu Standard Tool - Amazon Web...
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Quality@FCITraining for Team Members
Fujitsu Consulting India
Quality Assurance Group
Copyright 2010 FUJITSU CONSULTING INDIA
Quality Policy
At FCI, we are committed to growth
through complete client satisfaction,
which shall be achieved by
providing on time delivery
of cost effective quality IT solutions through
continual process improvement
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Agenda
Project Activities
Quality And Processes
CMMI Levels
Process Areas
Scenarios and Case Studies
Tests
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What is Quality
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Product meets the expectation of the customer
Quality can also be defined as “conformance to
requirements” and “fit for use”.
Process?
Process: a set of practices performed to achieve a given
purpose. May include tools, methods, and/or people.
Helps in benchmarking against competition
“The quality of a product is largely determined by the
quality of the process that is used to develop and
maintain it.”
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Why focus on Process?
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A set of practices performed to achieve a given purpose steps or operations
TechnologyPeople
Improved Process + Competent Workforce + Appropriate Technology
=
Reduced Risk, Higher Productivity, and Better Quality
Process
CMMI
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Capability Maturity Model Integration• The Software Engineering Institute of Carnegie Mellon University
develops CMM during the late 1980s
• CMMI integrates the software, systems engineering, Integrated Product
& Process Development (IPPD) and Supplier Sourcing disciplines
• CMMI is Process Improvement Model That Provide set of Best
Practices That Address Productivity, Performance, cost and stakeholder
satisfactions
• Yard stick for assessing current practices, prioritize improvements &
guide implementation
• CMMI is model not Process, The Model shows what to do, Not how to
do it or Who does it
CMMI : Maturity Levels
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CMMI is:Model and not ProcessShows what to do and not how, or who,
does it.
CMMI for Services : Process Areas
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Process Areas A set of Best Practices, when
implemented,
satisfy important organization goals
for making process improvements
in that area.
Project Planning - Purpose
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To establish and maintain plans that define project
activities
Project management
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Scope
•Size
•Complexity
•Project lifecycle
(V-Model, Evolutionary)
Risks Resources
Supplier
Quality
Cost Schedule
System
requirements
Plan by estimating, monitor
and control
Project Planning - Why
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When Project Planning Isn’t done Well ..
Poor estimates
Cost and Schedule overrun
Resources not available on time.
No lessons learned
Making same mistakes
Customer Dissatisfaction
If you fail to Plan, then you Plan to fail.
Project Monitoring and Control
Its purpose is to provide an understanding of the
project's progress so that appropriate corrective
actions can be taken when the project's
performance departs significantly from the plan
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Project Monitoring and Control
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Project Plans
MonitorProjectRisks
MonitorCommitments
AnalyzeIssues
TakeCorrective
Actions
ConductMilestoneReviews
MonitorData
Management
MonitorProject
PlanningParameters
ManageCorrective Actions
to Closure
Monitor Project Against Plans
ConductprogressReviews
MonitorStakeholderInvolvement
ManageCorrective
Actions
Project Monitoring and Control - Why
When Project Monitoring and Control Isn’t done
Well..
• Crisis management – Lot of time spend in discovering project
status
• Data needed for management decision is unavailable
• Corrective Actions identified until it’s too late
• Late Corrective actions are expensive
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Measurement and Analysis
To develop and sustain a measurement capability
to support management information needs
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If You Don’t Know Where You Are a Map Wont Help !
Measurement and Metrics
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*Measurement (n)
The act or an instance of
measuring
Time taken -> X hrs
Distance Traveled -> Y kms
Example
Metric (n)
a system or standard of
measurement
Speed ->
(Distance Traveled)/Time Taken)
kms/hr
Car Time Taken (Hrs) Distance Traveled
(Kms)
Honda 3.2 200
Maruti 800 2.5 150
Speed (Kms/Hr) Remarks
62.5 Faster
60.0
Data – Information – Knowledge - Wisdom
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Data
Information
Knowledge / Metrics
Wisdom
150 LOC, 1.5 hrs, 16 defects
90 LOC, 1 hr, 10 defects
Review pace of 100 LOC/hr resulted in defect density of 0.106
Review pace of 90 LOC/hr resulted in defect density of 0.111
Defect density decreases as the review effort increases to a certain value
To decreases defect density by X, review effort needs to be increased by Y
Used for future
Measure
Metric
Data is a collection of facts.
Data can be represented
using pictures, words or numbers.
Information is meaningful data.
Information is an inference drawn
based on facts that data presents.
Metrics establish the relationship between
individual sets of data/measures,
Defect Density = Defects / Effort
Process and Product Quality Assurance
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Provide staff and management with objective insight
into the processes and associated work products.
Auditing
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Checklist
Audit Preparation
Prepare Audit
Reports
Audit Meeting
Take corrective/ preventive
actions
NC data
Analysis
Update checklist
Refine process (if
required)
Monitoring
Escalate to DM,
if required
Causal
analysis
Organization
process
Audit planning
Communicate
schedule
Auditing is a health
check activity
Project Artifacts
Configuration Management - Purpose
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Establish and maintain the integrity of work products
using configuration identification, configuration control,
configuration status accounting, and configuration audits.
Configuration Identification
Selection of Configuration items for a project
Their naming conventions
Versioning conventions
How will they be preserved
Security etc.
Retention period
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Configuration Items
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Source code modules
System data files
Requirement specs
Design specs
Interface specs
Architecture specs
Test plans
Test procedures
Test data
Test results
User documentation
Software development
plan
Quality plans
Linkers & Loaders
Debuggers
Operating systems
Shell scripts
Third-party tools
Baseline
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Baseline - A specification or product that has been formally reviewed and agreed upon, that
thereafter serves as the basis for further development, and that can be changed only through
formal change control procedures. [IEEE-STD-610]
Requirements Design Coding TestingBuild and
release
Requirements
baseline
Requirements
document
Design baseline
Requirements
document
Design
Document
Code baseline
Requirements
document
Design
Document
Code
Test baseline
Requirement
s document
Design
Document
Tested Code
Case Study
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INOUT
Kitchen Door
Waiter
CoffeeMilk Shake
•Check the bill
• Apologise
• Take back the Milk shake
• Inform Cook
• Change the Bill
• Serve the coffee
Cook
Change management
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Change Request
Impact analysis
Code Repository
Changing
Code Testing Build and
release
Documents
Alternate solutions
Update the impacted
documents
Configuration Audits
Functional Configuration Audit(FCA). Ensures that the functions
defined in the specifications are all implemented in the correct
manner.
Physical Configuration Audit(PCA). Determines whether all the
items identified as configuration items are present in the product
baseline.
Timing. Both FCA and PCA are usually performed at the end of a
phase in the development life cycle.
Who?. Audits are usually performed by a representative from the
Release team, the QA department, and/or the customer/client.
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Requirement Management
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The purpose of Requirements Management is to manage the requirements of
the project's products and product components and to identify inconsistencies
between those requirements and the project's plans and work products.
You Client
Requirement Management - Why
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When Requirement Management Isn’t done Well ..
• High level of re-work
• Requirement are accepted from any source
• Lack of agreement on requirements.
• Lack of traceability
• Delivery of incorrect or incomplete Services
Service System Transition
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The purpose of Service System Transition (SST) is to deploy new
or significantly changed service system components while
managing their effect on ongoing service delivery.
Incident Management
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Analyzing the problems, issues
Which can or impacted our service delivery
Integrated Project Management - Purpose
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Establish and manage the project and the involvement
of the relevant stakeholders according to an integrated
and defined process that is tailored from the
organization’s set of standard processes.
Process data and Process asset library
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Process Data
&
Process asset
Library @ QMS
Project 1 Project 2 Project 3 Project 4
Project data
Lessons learnt and best
practices
Strategic Service Management
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The purpose of Strategic Service Management (STSM) is to establish
and maintain standard services in concert with strategic needs and plans.
Risk Management
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Risk Probability of occurrence of an event that
will negatively impact the project in terms of
quality, effort, schedule or cost.
Issue – When the identified risk occursAn event which negatively impacts the
project in terms of quality, effort, schedule or
cost.
Risk Management - Purpose
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Identify potential problems before they occur, so that
risk-handling activities may be planned and invoked
as needed across life cycle to mitigate adverse
impacts on achieving objectives.
Risk Management - Why
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When Risk Management Isn’t done Well ..
• Not tracking risks = Ignorance.
• Surprises for Management.
• Project Might get Hit.
• No lessons learned.
• Making the same mistakes.
Decision Analysis and Resolution-Purpose
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Make decisions using a structured approach that
evaluates identified alternatives against established
criteria.
Organizational Training - Purpose
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Develop the skills and knowledge of people so they can
perform their roles effectively and efficiently.
Organizational Process Definition-Purpose
Establish and maintain a usable set of organizational
process assets.
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Organizational Process Focus
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Establish and maintain an understanding of the
organization’s processes and process assets, and to
identify, plan and implement the organization’s process
improvement activities.
CMMI Level 5
High Maturity Is Not Management by
Rear-View Mirror rather its
Management with a Navigation
System
CMMI Level 4 - Expectations
Level 4 Process Areas
Organizational Process Performance
Quantitative Work Management
Quantitative Work Management
Level 4 – Quantitatively Managed
To quantitatively manage the project’s defined process to achieve
the project’s established quality and process performance
objectives.
Remove assignable (special) causes of variation
Understand past, control present and predict future – quantitatively
Organizational Process Performance
Establishes a quantitative understanding of the performance of the
organization’s set of standard processes
Provides process performance data, baselines, and models to quantitatively
manage the organization’s projects
project’s defined
process
customer and project
objectives
measurement
repository
organizational
standard process
organizational
performance data
& models
tailoring
project performance
Organization Process Performance
CMMI Level 5
Level 5 Process Areas
Causal Analysis and Resolution
Organizational Performance Management
CMMI Level 5
Level 5 – Optimizing
To identify causes of defects and other problems and take action to
prevent them from occurring in the future.
Systematically address common causes of variation
Identify Innovations, Run Pilots , Implement on Projects, Calculate
ROI -> Impact on Business Goals
Innovations @ Organization Level
Implementation @ Project Level
Project Performance Improvements
Benefits @ Organization Level
Case Study
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Read the Following
MacSimpson
MacHenry
MacTavish
MacHinery
MacDonald
MacBeth
Defect
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What is a software defect ?
• Deficiency or Imperfection
• Definition :A flaw in a system or system component that
causes the system or component to fail to perform its
required function.
Defect Detection Vs Defect Prevention
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Defect Detection
‐ Process of finding and fixing errors.
‐ Can be detected during inspection, reviews, testing, and even after customer
release
‐ Firefighting approach
Defect Prevention
‐ Process of improving quality and productivity by preventing the injection of
errors into the software product
‐ Instead of troubleshooting the system and finding and fixing the defects,
prevent them from being introduced
‐ Proactive approach
Causal Analysis - Process
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Problems /
Defects
Causal analysis
meeting
Identify Preventive
Action Plan
Plan and select
team for
Causal analysis
Evaluate and verify the
effectiveness of actions taken
Implement
Action Plan
Causal Analysis Tools
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Pareto Analysis
41.7
95.8 97.2 98.3 99.3 100.0
93.1
79.2
0
50
100
150
200
250
300
350
Process
Documentation
Typography
Lack of Domain Knowledge Interface
Function
Build/Package/Merge
Assignment
Causes
No
of
defe
cts
0.0
25.0
50.0
75.0
100.0
% C
um
Defect count
Cumulative percentage
Benefits of Causal Analysis
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• Error detected at an early stage are easy to analyze, correct and is less expensive
• Cost of finding and fixing errors increases exponentially at a later stage
• CAR results in improvement not only at project level but also at organization level resulting in increasing customer satisfaction.
• Without analyzing the statistics and defects the fine tuning of development process is not possible
Organizations using CMMI
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Fujitsu Consulting -US• Boeing
• DynCorp
• FAA
• General Dynamics
• Honeywell
• Intel
• L3 Communications
• NASA
• Nokia
• NTT Data
• Raytheon
• Samsung
• Bank of America
• Bosch
• EDS
• General Motors
• IBM Global Services
• J. P. Morgan
• Lockheed Martin
• Northrop Grumman
• OUSD (AT&L)
• Reuters
• U.S. Army
• Wipro
• U.S Air Force
• U.S treasury Dept.
• BMW
• Ericsson
• Accenture
• Hitachi
• Infosys
• KPMG
• Motorola
• NEC
• NRO
• Polaris
• SAIC
• TRW
• Zurich Financial Services
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What is Macroscope?
The core methodology we use to deliver our services
• Our repository of best practices (roadmaps, processes, techniques, roles,
checklists, templates, examples, etc.)
• Our common language: across projects.
• Goes beyond delivering the technical solution with program governance and
organizational change processes
• Macroscope - Result of 30+ years of consulting and system integration experience
• Contains processes for Delivery and Support Functions
• Macroscope Templates are tailored to meet Offshore needs and CMMI Best
Practices
Aligned with best practices (ITIL, CMMI, AGILE, etc.)
Extensions for
SAP
AMS
SaaS
JD Edwards
Oracle
Agile
QMS for Services
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Process Gate – Quick Points expected for this process
QMS for Services
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Templates required for this Process
Templates from
Macroscope
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Quality Assurance is a Continuous Journey, not a
Destination !