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Requirement Engineering Lesson 07: An Integrated Quality Approach It’s not just a simple matter of writing down what the customer says he wants !!! Lecturer: Nguyễn Ngọc Tú Email: Tu.NN79@gmail.com Tu.NguyenNgoc@hoasen.edu.vn Web: sites.google.com/site/kythuatthuthapyeucauphanmem/ Learning Outcomes Identify the connection between meeting customers’ real requirements and a quality approach 2012.08 Requirement Engineering 2 Issues Quality standards are worthwhile. Quality initiatives are difficult to sustain. do not share commitment 2012.08 Requirement Engineering 3 [1] chapter 08, p169 focusing on meeting customers’ real needs Quality is the way we work Outline Business Drivers for Quality Management’s Role Guiding Principles Priority Management The Components of an Integrated Quality Approach Quality Improvement Techniques The PDCA Cycle How to Design a Process Teamwork Case Study: An Example of Quality Improvement Sidetracked 2012.08 Requirement Engineering 4 [1] chapter 08 Business Drivers for Quality A set of drivers exists that may be considered high-level customer requirements: Continued business success; High-quality products or services; Meeting customer requirements; Cost reduction; Customer and employee loyalty; Improved performance; Defect removal; Efficiency; Reduced cycle time; Innovative solutions. 2012.08 Requirement Engineering 5 Management’s Role Strategic goals and business drivers are linked to process improvement goals and activities Values and guiding principles are documented and communicated, and senior management sets its expectation that all levels of the organization will abide by these principles in their daily work habits. 2012.08 Requirement Engineering 6 Management’s Role Define strategic goals, such as revenue, profit, customer satisfaction, and employee retention; Enable process improvement (PI): Act as sponsor and advocate of PI; Verbalize the value and results of PI; Provide resources for PI; Establish an improvement cycle Establish values, such as the following Focus on fixing the process, not the people; Measure and periodically update the processes in use; Promote continuous improvement as essential to maintain and grow the organization; Promote the view that the organization’s people are its most important resource. 2012.08 Requirement Engineering 7 Management’s Role Make timely decisions; Determine areas that (a) matter most to customers, and (b) need improvement, such as the following: Providing competitive solutions; Taking ownership of projects; Being flexible concerning working arrangements; Responding well to changes; Being responsive; Employing high-quality people; Providing good value; Meeting commitments; Listening well and understand needs; Being competent. 2012.08 Requirement Engineering 8 Guiding Principles a set of values that serve to provide high and effective standards for how things are to be done For example: Customer satisfaction is imperative for our continued existence. We will manage by fact (using data) rather than by intuition or by the seat of our pants. We have a set of rules of conduct used by the people in our organization that reflect respect for people. Continuous improvement is essential for all of our processes. 2012.08 Requirement Engineering 9 Priority Management 2012.08 Requirement Engineering 10 [...]... revised? Requirement Engineering 17 2012.08 The PDCA Cycle Plan Act Do Check Requirement Engineering 18 2012.08 The PDCA Cycle Requirement Engineering 19 2012.08 How to Design a Process A critical skill needed by the RA is the ability to design and to improve processes—more specifically, to facilitate process design and improvement sessions For example: 1 2 3 4 5 6 7 8 9 10 11 12 13 14 Identifying... changed footer to include version and date (10.14.02) 2.0 version on PAL labeled 2.0 1.1 added reasons why organization or project goals and measurements may change 1.0 updated process based on 7. 1.99 peer review (7. 12.99) 0.1 initial version (1995) Requirement Engineering 23 2012.08 How to Design a Process – PD Name Customer description Name of the process or subprocess Customer Identify the internal... 2012.08 How to Design a Process Process design and process improvement are activities that do the following: They involve stakeholders (those who have an interest) in deciding how things should be done, thus gaining their buy-in to the implementation, use, and continuous improvement of the process They enable a project or organization to become increasingly proficient Once a process is documented, everyone... Prove to be cost beneficial Requirement Engineering 16 2012.08 Quality Improvement Techniques 5 Develop an action plan to implement the selected counter measures 6 Implement the countermeasures 7 Measure the results Did the counter measures work? Are things improving? Are root causes being impacted? Evaluate the results compared to the target for improvement Implement additional countermeasures... points during the process and used to track and assess the effectiveness of the process itself These in-process measures should also be measurable, verifiable, and cost effective Requirement Engineering 27 2012.08 QI Techniques Brainstorming; Multi-voting; Fishbone (Ishikawa) diagrams; Pareto charts; PDCA; Rules of conduct; Defect prevention; Peer reviews; Inspections Action plans Requirement . Requirement Engineering Lesson 07: An Integrated Quality Approach It’s not just a simple matter of writing down what the customer says he wants !!! Lecturer: Nguyễn Ngọc Tú Email: Tu.NN79@gmail.com Tu.NguyenNgoc@hoasen.edu.vn Web:. Nguyễn Ngọc Tú Email: Tu.NN79@gmail.com Tu.NguyenNgoc@hoasen.edu.vn Web: sites.google.com/site/kythuatthuthapyeucauphanmem/ Learning Outcomes Identify the connection between meeting customers’ real. that the organization’s people are its most important resource. 2012.08 Requirement Engineering 7 Management’s Role Make timely decisions; Determine areas that (a) matter most to customers,