slike môn thu thập và phân tích yêu cầu nguyễn ngọc tú chương 7 tích hợp hướng tới chất lượng

How to Design a Process – PDName Name of the process or subprocess General information Process ID Unique process identifier Goal Provide a brief description of the purpose and objective

Requirement Engineering

Lesson 07:

An Integrated Quality Approach

writing down what the customer says he wants !!!

Lecturer: Nguyễn Ngọc Tú

Learning Outcomes

real requirements and a quality approach

 Quality initiatives are difficult to sustain.

Sidetracked

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;

Management’s Role

process improvement goals and activities

communicated, and senior management sets its expectation that all levels of the organization will abide

by these principles in their daily work habits.

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.

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.

Guiding Principles

standards for how things are to be done

Priority Management

The Components of an Integrated

Quality Approach

Quality Improvement Techniques

implement these techniques across all projects.

resources and skills

Quality Improvement Techniques

Quality Improvement Techniques

 QI teams using the QI story

 QA

 QI story

If you can’t describe what you are doing as a process , you don’t know what you’re doing.

Quality Improvement Techniques

 1 Identify the reason for improvement.

 Determine the nature of the problem.

 Collect data.

 Identify key processes.

 Develop a plan and schedule.

 2 Analyze the current situation.

 Identify customers’ real requirements.

 Set a target for improvement.

 3 Conduct analysis.

 Identify probable root causes of the problem.

 Select root causes that seem to have the most impact.

 Verify the selected root causes with data.

 4 Select counter measures that attack the verified root causes.

 Evaluate whether the countermeasures will do the following:

 Address the verified root causes;

 Impact the customers’ requirements;

Quality Improvement Techniques

 5 Develop an action plan to implement the selected counter measures.

 Obtain management approval.

 Coordinate with stakeholders to garner support and cooperation.

 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 if needed.

 8 Standardize an approach based on the results.

 What can be changed to ensure the problem does not recur (e.g., a new or revised policy , procedure , work process , standard , training)?

 9 Consider what lessons have been learned from performing the quality improvement effort.

 Should related problems be addressed?

 Should the approach for performing the QI story be revised?

The PDCA Cycle

Plan

Do Act

The PDCA Cycle

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 Identifying requirements;

2 Understanding customer needs and expectations;

3 Clarifying and restating the requirements (evolving the real requirements);

4 Analyzing the requirements;

5 Defining the requirements;

6 Specifying the requirements;

7 Prioritizing the requirements;

How to Design a Process

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 can understand it, and it can be done repeatedly

in the same way with the same results Also, improvements can be suggested, discussed, and incorporated.

How to Design a Process

How to Design a Process – PD

Name Name of the process or subprocess

General information

Process ID Unique process identifier

Goal Provide a brief description of the purpose and objective of the activity

Standards Identify the applicable process and product standards, including maturity-model

references

Related processes

Identify processes that are related to this process, especially if this process is part of a set that is normally viewed as a whole List processes that either produce inputs or consume outputs of this process

Version number

Include version history For each version, include version number, approval date, and a summary of changes As an example, the versions for this DID follow: 3.0 broadened SW-CMM to maturity models as a standard; added guidance on usage; changed to a table format; added guidance on indicators; 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)

How to Design a Process – PD

Name Name of the process or subprocess

Customer description

Customer Identify the internal and external stakeholders who benefit directly (receive

products/services) from the results (outputs) of this process

Requirements

List each of the legitimate requirements that have been negotiated and agreed

to with the identified These requirements should follow the RUMBA criteria in that they should be reasonable, understandable, measurable, believable, and achievable

Interface description

Entrance criteria

Identify the criteria that must be satisfied before the activity can be initiated The criteria might say how to tell when a process can be started, for example at the conclusion of another activity or process

Inputs Identify the work products that are used at any point in the process

How to Design a Process – PD

Name Name of the process or subprocess

Interface description

Entrance criteria

Identify the criteria that must be satisfied before the activity can be initiated The criteria might say how to tell when a process can be started, for example at the conclusion of another activity or process

Inputs Identify the work products that are used at any point in the process

Outputs Identify the work products that are produced during the process

Exit criteria Identify the criteria that must be satisfied before the activity can be considered

complete Exit criteria summarize the salient measurable tasks of the process

How to Design a Process – PD

Name Name of the process or subprocess

(<Participating group>) <Task description>

Use action verbs to describe the tasks Reference by process ID all tasks that are further described elsewhere Note any particular procedures, practices, or methods that are employed in any step

Tools Describe suggested or mandatory tools used during any step of the process

How to Design a Process – PD

Name Name of the process or subprocess

Resources Describe resources necessary to enact the process

performance of the entire process These measures should be measurable, verifiable, and cost effective

Process indicators

List and briefly describe those measurements that are to be taken at critical 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

RWG – Tools

Corporation,

Team System Requirements by Starbase],

 …

 most important factors

 A feeling of trust exists.

 Coworkers support one another They treat each other as customers.

A question from a coworker is not an interruption;

 Meaningful, realistic (achievable), important objectives are given to the team.

 Members of the team realize that each person has a unique role on the team and has special abilities (think of them as gifts) that he or she brings to the team effort.

 Members of the team respect each other.

 A kick-off meeting is held to provide an official start to the team’s efforts and to help inform others that the team effort is underway.

 The team develops an action plan for its efforts, which defines specific tasks, planned completion dates, and who has the lead (the responsibility) for each task.

 The team tracks and reports progress as compared with the plan.

 The team and its members develop “work-arounds” when road- blocks and difficulties are encountered.

 The team and its members take time to celebrate progress and achievements along the way.

 The team utilizes paraphernalia to foster increased spirit, motivation, and commitment

 The members of the team utilize proven QI techniques as the way they do their

 Special celebrations take place when the team achieves a major milestone,

Teamwork – management

the organization, clearly articulating that each member

of the organization is needed and depended upon to achieve these goals.

the decision process

to people and teams and keeps people informed as priorities change

representatives of other areas

an integrated quality approach, and an integrated quality approach is required for the requirements process to work best.

 Familiarizing everyone in the organization with management’s concern for quality and the value and importance of quality improvement to the organization’s reason for being;

 Training people to lead QI teams;

 Training people in how to design work processes;

 Managing using a quality improvement approach

Q/A ?!