Ch. 9

Front 1

quality defined in business:

Back 1

-fitness for use

(meets customers needs)

-conformance to requirements

(predefined standards)

Front 2

Low Grade:

High Grade:

Back 2

Intent of design

-high functionality/many features

-low functionality/low features

Front 3

Project Quality Management (PQM):

Back 3

the processes and activities of the performing org. that determine quality policies, objectives, and responsibilities so that the project will satisfy the needs for which it has undertaken

Front 4

four main PQM concepts:

Back 4

1-quality management planning

2-quality assurance

3-quality control

4- continuous improvement

Front 5

Quality management planning:

Back 5

-define quality standards

-make sure adequate time and budget are allocated

-document processes, metrics, and tools to define how compliance to standard will be met.

Front 6

quality assurance:

Back 6

-audit quality processes, policies, metrics, and told to ensure they are following the processes outlines and have the right impact

Front 7

quality control:

Back 7

collect data to analyze performance and make changes as needed to ensure acceptance of project deliverables

Front 8

continuous improvement:

Back 8

I.D. lessons learned and best practices to revise and make improvements to the quality plan

Front 9

PQM's focus:

Back 9

project deliverables and processes

mainly product or system team must deliver

make sure its fit for use

-must add value while meeting scope,schedule, and budget

Front 10

cost of quality can be viewed as..

Back 10

the cost of conforming to standards (training, testing, etc.

&

the cost of not conforming to standards (rework, liabilities, maintenance, downtime, etc.)

Front 11

T/F; cost of defect becomes more costly the later the project progresses

Back 11

TRUE

Front 12

scientific management:

Back 12

-production processes are more sufficient when you increase the specialization of the division of labor

-tasks can be broken into smaller parts and better studied

-less emphasis on people and more emphasis on processes and technology

Front 13

Edwards Deming

Back 13

realized that costs could be cut if workers were better trained

-quality is everyone in an organizations responsibility

-no fear in the workplace

Front 14

Joseph Juran

Back 14

Quality trilogy

-quality planning; i.d. customers needs, understand them, and develop solution

quality improvement; design process to produce product and optimize it

Quality Control; provide evidence that the process can control product and standardize the process

Front 15

phillip crosby

Back 15

"Quality if Free"

"do it right the first time"

"zero defects"

-nonconformance to requirements costs money

-top-down approach to quality means mgmt has the responsibility to set example of quality for workers to follow

Front 16

Core values of deming, juran, and crosby:

Back 16

-focus on customer

-leadership

-incremental or continuous improvement

*prevention is less expensive than relying on inspection*

Front 17

capability maturity model (CMM):

Back 17

framework developed to assess and evaluate the capability or software processes and their maturity.

Front 18

CMMI:

Back 18

-LEVELS of maturity

offers guidance on how an organization can best control its processes for developing and maintaining a product or system

provides a set of recommended practices that define key process areas specific to software development

Front 19

process:

Back 19

a set of activities, methods, practices, etc. used by people to develop and maintain a product/system and deliverable associated w/ project

ex. project plans, design docs, test cases, user manuals, etc.

Front 20

process capability:

Back 20

the expected results that can be achieved by following a particular process. The orgs ability to predict outcomes that can be expected if same process is used from one project to the next

Front 21

process performance:

Back 21

the actual results that are achieved by following a particular process. Therefore, the actual results achieved through process performance can be compared to the expected results achieved through process capability

Front 22

process maturity:

Back 22

the extent to which a particular process is explicitly and consistently defined, managed, measured, controlled, and effectively used throughout the organization

Front 23

immature org.:

Back 23

-processes are improvised or developed ad hoc

Front 24

mature org.:

Back 24

processes and roles are very clearly defined and communicated through out the organization

Front 25

CMMI's five levels or maturity:

Back 25

1-initial; ad hoc/immature

2-repeatable; basic policies

3-defined; standardized through org., group is established to oversee the orgs processes

4-managed; quant. metrics are established and stored into a repository, predict trends

5-optimizing; whole org. focused on continuous quality improvement

-as maturity increases, the difference between expected results and actual results narrows.

Front 26

Quality philosophy and principles:

Back 26

focus on customer satisfaction; they set expectations

prevention, not inspection; fix problem before it gets to consumer

improve process to improve product; improved capability and maturity improve quality

quality is everyones responsibility; management-->warehouse, empowerment

fact based management; plan must be based on hard evidence

Front 27

standards:

Back 27

are agreed upon specifications or criteria used to ensure that all deliverables meet their intended purpose

Front 28

metrics:

Back 28

-are vital for gauging quality by establishing tolerance limits and identifying defects

Front 29

process metric:

Back 29

process; process metrics should focus on identifying and removing defects or bugs

Front 30

product metric:

Back 30

-satisfaction of deliverables

-focuses on customer satisfaction, performance, reliability, etc.

Front 31

project metric:

Back 31

ensures that project meets its overall goal as well as its scope, schedule, and budget objectives

Front 32

Quality Assurance (QA):

Back 32

provides an auditing of the project to ensure that the documented standards, processes, and metrics defined in the quality mgmt plan are being followed

- verification and validation are important to QA

Front 33

QA; verification:

Back 33

focuses on asking the ? of whether we followed the right procedures and processes

Front 34

QA; technical review:

Back 34

ensures the product or system will conform to specific requirements

ex. conformance to graphical user interface

walkthrough;developer leads team through a program or technical design

inspections; peer reviews in which the key feature is a checklist to help i.d. errors

Front 35

QA; business review:

Back 35

designed to ensue that the product or system provides the required functionality specified in the project scope and requirements definition

Front 36

QA; management reviews:

Back 36

compares projects actual progress against the baseline project plan

Front 37

QA validation:

Back 37

product oriented activity that attempts to determine if the system or project deliverable meets the customers/clients expectations

-occur at the end of project or after product/system has been developed

Front 38

QA testing:

Back 38

provides a basis for ensuring that the product or system functions as intended and has all the capabilities and features that were defined in the projects scope and requirements

-should be continuous

-should be conducted by someone who doesn't have personal stake in project

-clearly i.d. what is to be tested

Front 39

Quality Control:

Back 39

focuses on monitoring the activities and results of the project to ensure that the project complies with the quality standards

Front 40

Control CharT:

Back 40

provides a picture of how a particular process is behaving over time

- all have a center line and control limits to measure variability

Front 41

commons causes or variation is considered

Back 41

normal variation

ex. people, machines, material, environment, and methods

Front 42

assignable cause variation:

Back 42

are due to a phenomena not considered part of a normal process

ex. change in raw materials, poorly trained people, changes to work environment, machine failures, etc.

Front 43

(QC)cause and effect diagram:

Back 43

ishikawa digram (fishbone):

first i.d's major causes and then breaks them down into potential sub-causes

Front 44

(QC) pareto chart:

Back 44

80/20 rule

80% of problem is attributed to 20% of the causes

list data by rank of its class from largest to smallest