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QUALITY ASSURANCE EXCELLENCE Software Process Improvement
Nopparat Slisatkorn Prapasri Kajorndech Wittaya Grasaenak Thomson Reuters 5 August 2015
Instructors
2
Bee
Process
Technical
Specialist
Ton
Lead Software
Engineer
Kae
Lead Quality
Assurance
Engineer
Outline
Quality
CMMI overview
Process areas for ensuring the quality
5 Whys and Fishbone
Lean concept & Waste in Software Development
Value Stream Mapping
Summary
Q&A
3
4
Quality Definition
• Error-free
• Meet requirement
• Nothing more or less than the perception the customer has of you, your products, and your
services
• Value products and/or services delivered
• At the right time
Source: http://www.qualitydigest.com/html/qualitydef.html
Quality is a journey, not a destination.
5
QA & QC
6
“Quality Assurance is process oriented and focuses on
defect prevention, while quality control is product oriented
and focuses on defect identification.”
http://www.diffen.com/difference/Quality_Assurance_vs_Quality_Control
Introduction to CMMI
CMMI:
Capability Maturity Model Integration by SEI (Software Engineering Institute)
Capability
the ability to do something
Maturity
the condition of growing
Model
framework or direction to do something repeatedly
Integration
combining things together
“A framework that aid an
organization in improving processes
and its abilities to develop, acquire,
and maintain its products and
services”
7
CMMI Representatives
Stage representation
(Maturity Levels)
0
1
2
3
PA 1 PA 2 PA 3
Continuous (Target Profile)
Continuous representation
(Capability Levels)
8
Workshop to understand CMMI Process areas
Village Construction
Instruction
• Village – Theme colorful
• At least 3 houses completed in phase
• Customer will inform more requirements
• Sales price per quality house: $100
• Late deliver charge per house $30
• Incomplete village cannot be sold.
• Materials that you can buy
– Magazine paper
– A4 paper
– Scissor
– Cutter
– Pen color
– Ruler
– Post its
– Pencil
10
Timeframe
• Discuss on MOW, Goal and Buy materials – 5 minutes
• Develop and Deliver – 10 minutes
• Discuss Problem & How to improve – 5 minutes
11
CMMI DEV - Process Group
Process Group Process Area CMMI DEV Maturity Level
Engineering Product Integration (PI) 3
Engineering Requirements Development (RD) 3
Engineering Technical Solution (TS) 3
Engineering Validation (VAL) 3
Engineering Verification (VER) 3
Process Management Organizational Process Definition (OPD) 3
Process Management Organizational Process Focus (OPF) 3
Process Management Organizational Training (OT) 3
Process Management Organizational Process Performance (OPP) 4
Process Management Organizational Performance Management (OPM) 5
Project Management Requirements Management (REQM) 2
Project Management Project Monitoring and Control (PMC) 2
Project Management Project Planning (PP) 2
Project Management Supplier Agreement Management (SAM) 2
Project Management Integrated Project Management (IPM) 3
Project Management Risk Management (RSKM) 3
Project Management Quantitative Project Management (QPM) 4
Support Configuration Management (CM) 2
Support Measurement and Analysis (MA) 2
Support Process and Product Quality Assurance (PPQA) 2
Support Decision Analysis and Resolution (DAR) 3
Support Causal Analysis and Resolution (CAR) 5
13
CMMI DEV – Maturity Levels
Maturity Level Process Area CMMI DEV Process Areas
2 Requirements Management (REQM) Project Management
2 Project Monitoring and Control (PMC) Project Management
2 Project Planning (PP) Project Management
2 Configuration Management (CM) Support
2 Measurement and Analysis (MA) Support
2 Process and Product Quality Assurance (PPQA) Support
2 Supplier Agreement Management (SAM) Project Management
3 Organizational Process Definition (OPD) Process Management
3 Organizational Process Focus (OPF) Process Management
3 Organizational Training (OT) Process Management
3 Integrated Project Management (IPM) Project Management
3 Risk Management (RSKM) Project Management
3 Decision Analysis and Resolution (DAR) Support
3 Product Integration (PI) Engineering
3 Requirements Development (RD) Engineering
3 Technical Solution (TS) Engineering
3 Validation (VAL) Engineering
3 Verification (VER) Engineering
4 Organizational Process Performance (OPP) Process Management
4 Quantitative Project Management (QPM) Project Management
5 Organizational Performance Management (OPM) Process Management
5 Causal Analysis and Resolution (CAR) Support
14
http://blog.optimalbi.com/2014/02/28/trust-me-would-i-lie-to-you/
15
http://www.lambertconsultinggroup.com/PDUEvent.aspx?e=175
16
Requirement Development Process
Collected
Requirement
Elicit stakeholder
needs, constraints
and interfaces
Prioritize
requirements
Peer review
requirements
Develop Product
requirements (component/functional/
non-functional)
Agreed
Requirement
17
User Story
As a Line user,
I want to create group chat
so that I can chat with many friends at the
same time.
Independent Negotiable Valuable Estimatable Small Testable
18
Acceptance Criteria
• After click creating group, the group name will be active within 1
seconds.
• The created group chat will be shown on Friends page under group
category.
• The number of participants in group will be shown behind the group
name.
• The maximum number of participants in each group is 50 persons.
• If the name of group hasn’t defined, the group name will be shown
as “no name”.
Specific Measurable Achievable Relevant Time-bound
19
Book Ordering Online Workshop Create User Story and Acceptance Criteria
Are you…?
21
Peer Review Process(Verification)
Work product
Plan/Prepare for
Peer Review
Conduct
Peer review
Evaluate
Peer Review
Analyse and
correct defect
Example:
When, Who, Which, How
Meeting invitation
Work product readiness Revised work
product
Evaluate result
Inspection
Team review
Walkthrough
Pair programming
Pair testing
Peer Review Types
Formal
Informal
22
23
http://www.isixsigma.com/industries/software-it/defect-prevention-reducing-costs-and-enhancing-quality/
Book Ordering Online Peer Review Workshop Peer Review User Story and Acceptance Criteria
Cost of Quality
http://www.precisetestingsolution.com/betatesting.php
25
Cost & Feedback
26 http://www.agilemodeling.com/essays/modelReviews.htm#
Cost of Defect
http://support.smartbear.com/articles/codecollaborator/roi-calculator/
3
10 10
0
2
4
6
8
10
12
Peer review QA Customer
Cost to fix/Defect
27
Real Case Cost of Defect
http://www.cmcrossroads.com/article/case-peer-review?page=0%2C0
28
Real Case Cost of Defect -2
(Source: IBM Systems Sciences Institute)
29
30
Causal Analysis and Resolution
Opportunity
Outcome
Identify
opportunity
Analyse
opportunity
Implement and
control solution
Define and select
solution
Improvement action
and evaluation result
31
5 Whys • 5 Why’s can be used to investigate a specific failure to find a problems real root cause.
Tips:
• Keep asking until get the root cause
• If that didn’t happen, would the problem go away?
32
http://www.educational-business-articles.com/5-whys.html
Fishbone diagram
• "Cause-and-Effect Diagram" or "Ishikawa Diagram"
• Kaoru Ishikawa – 1960s
• A graphical method
• Finding the root causes of an effect (-/+).
33
http://en.wikipedia.org/wiki/Ishikawa_diagram
Example
34
5 Whys / Fishbone Workshop • Project delay • Deliver project on time but have many post release defects reported. • Deliver project on time, test 100% coverage but customers do not want
the product.
Steps: 1. Define the Effect 2. Choose Categories 3. Brainstorm Possible Causes 4. Ask Why? to find the root causes 5. Investigate
Validation Process (VAL)
Requirement
Select product to
be validated
Prepare for
validation e.g. environment,
invitation, etc
Analyze validation
result Validate
Validation reports
Validation issues
Enchantment request
36
There are many validation methods.
Examples:
• Sprint Review
• Demo
• Pilot
• Test (e.g. EAP, Alpha)
• Simulation
37
Anything that use time, effort, space, or
money without adding customer value.
38
Software Development Waste • Partially done work
• Extra features
• Re-learning
• Hand-offs
• Delays
• Task Switching
• Defects
Note: there are some necessary waste e.g. process, learning
7 waste
39
Wastes are related
@ Mark Robinson
40
Lean Key concepts in Lean
41
Value Stream Mapping (VSM)
• Used to analyze and design the flow
• Used in Lean environments
• Toyota
The six steps are:
• Identify the actions taken
• Specify the calendar time over the actions
• Specify actual work was taking place and waiting time
• Specify repeat work and time
• Total up the average time working
42
VSM Example
Register
2
10
Measure
5
20
Department Adm.
1
30
Meet Doctor
5
120
Payment
2
30
Get Medicine
5
90 Duration
(min)
Actual time
(min)
• Actual time = 2+5+1+5+2+5 = 20 minutes
• Total time = 10+20+30+120+30+90 = 300 minutes
• Process efficiency = 20/300 = 6.67%
• Then you can investigate which one is waste that you can eliminate.
43
ศรราชกาวไกล สงยาทวไทยทางไปรษณย
44
http://www.thairath.co.th/content/424212
http://www.si.mahidol.ac.th/th/hotnews_detail.asp?hn_id=1562
ผศ.นพ.วศษฎ วามวาณชย ผอ ำนวยกำร รพ.ศรรำช เปดเผยวำ จำกจ ำนวนผปวยทรบกำรรกษำใน โรงพยำบำลศรรำชมจ ำนวนเพมขนอยำงตอเนองในแตละวน สงผลถงควำมแออด จนท ำใหเกดกำรรอคอยในกำรรบยำ ช ำระคำบรกำร กวำจะไดกลบบำนกหมดเวลำไปเกอบครงวน ตนจงมอบนโยบำยให รศ.นพ.เชดชย นพมณจ ำรสเลศ รองผอ ำนวยกำรรพ.ศรรำช ดำนบรกำรผปวยนอกและพฒนำคณภำพ คดหาวธท จะชวยใหผปวยกลบบานไวขน จากผลการวเคราะหระบบงานเพอลดความสญเปลาตามแนวคด Lean จงเกดโครงการ “ศรราชกาวไกล สงยาท วไทย ทางไปรษณย” ซงเรำมองวำ“ไปรษณยไทย” เปนหนวยงำนทมศกยภำพ ทจะชวยใหยำของเรำไปถงมอผปวยโดยเรว มคณภำพ และประสทธภำพ ดวยไปรษณยดวนพเศษในประเทศ หรอ EMS สงดวนทวไทย นบเปนทำงเลอกใหมทฝำยเภสชกรรม รพ.ศรรำช ไดรวมกบ บรษท ไปรษณยไทย จ ำกด อ ำนวยควำมสะดวกใหผปวย โดยท ภก.วชต ต งจตตพร หวหนำฝำยเภสชกรรม รพ.ศรรำช ประธำนคณะท ำงำนกำรจดสงยำทำงไปรษณย พรอมทมงำนเปนก ำลงส ำคญในกำรท ำงำน ดวยขนตอนกำรใหบรกำรแบบครบวงจร “หลงเขารบการตรวจรกษาและไดรบใบส งยาจากแพทยแลว ผปวยสามารถขอเขารวมรบยาทางไปรษณยตำมขนตอนดงน 1. ตดตอทเคำนเตอรใหบรกำรสงยำทำงไปรษณย (ตรงขำมเคำนเตอรออกใบนดผปวย) หนวยตรวจอำยรศำสตรชน 2 หอง 210 ตกผปวยนอก 2. ผปวยกรอกใบแจงควำมจ ำนงเขำรวมกำรจดสงยำทำงไปรษณยพรอมเขยนชอ ทอยทตองกำรใหจดสง 3. เภสชกรประเมนกำรใชยำของผปวย อธบำยยำทผปวยไดรบ และใหตำรำงกำรรบประทำนยำแกผปวย พรอมใหเอกสำรใบยนยนกำรรบยำทำงไปรษณยทมหมำยเลขพสด 13 หลก 4. ผปวยช ำระเงนคำยำ และคำจดสงทำงไปรษณย รำคำ 150 บำท 5. รบยำตำมทอยทระบ โดยจดสงยำทำงดวนพเศษในประเทศ หรอ EMS สงดวนทวไทย ภำยใน 1-3 วน ท ำกำร นบจำกวนทตรวจเสรจ” อยำงไรกตำม ผทจะเขำมำรบบรกำรจดสงยำทำงไปรษณย ตองไดรบกำรประเมนจำกเภสชกรในกำรใชยำวำสำมำรถใชยำไดอยำงถกตองและปลอดภย และเปนผปวยทสำมำรถควบคมอำกำรไดคงทแลว
Tool
People Process Product
/Service
Quality
PDCA
Feedback
Plan Do
Check Act
45
PDCA: Dr. W. Edwards Deming
Goal & Collaboration
46
47
Reference
• CMMI: http://www.sei.cmu.edu/cmmi/
• CMMI & Agile: http://resources.sei.cmu.edu/asset_files/TechnicalNote/2008_004_001_14924.pdf
• Agile: http://agilemanifesto.org/
• Test Maturity Model Integration: http://www.tmmi.org/pdf/TMMi.Framework.pdf
• Test Process: http://www.slideshare.net/tokarthik/Test-Process
• Risk Management: http://www.dummies.com/how-to/content/the-essentials-of-managing-risk-in-
your-project.html
• Project Management: http://www.projectmanagementdocs.com/project-planning-
templates/project-management-plan.html
48
Reference – Cont.
Lean:
• Waste and Trash
– http://www.slideshare.net/at2009qc/waste-and-trashing
• What does lean mean for software Testing?
– http://vimeo.com/30617475
Fishbone: http://www.bulsuk.com/2009/08/using-fishbone-diagram-to-perform-5-why.html
5 whys: http://www.bulsuk.com/2009/03/5-why-finding-root-causes.html
VSM: http://agileconsulting.blogspot.co.uk/2010/03/value-stream-mapping-vsm-is-lean.html
49
Templates
• http://www.the-software-tester.com/templates.html
• http://www.softwaretestinghelp.com/resources/
• http://www.gobookee.org/peer-review-checklist-template/
• http://www.mitchlacey.com/resources/in/scrum-tools
50
Q&A