NVP Software Solutions

Tag: QA

  • Quality Assurance – Right the First Time (Part Two)

    Last week we talked about getting it Right the First Time and started with Step 1. The next question many people ask is “How”. Usually they agree that this would be be a good thing for their project or organization and wish it could be done but stumble over How. There is a requirement for a cultural change if this is to occur throughout the organization but it is always possible to start small and implement this within a single project.

    The key points are as follows:

    1. Take the diagram created as part of Step 1 last week.
    2. Concentrate on each piece in turn.
    3. Determine the needs of that piece of the diagram in terms of who is involved; what their involvement is and what they are expected to complete by the end
    4. Look at the process or processes ahead of the one on which we just concentrated and determine what outputs are needed or can be anticipated.
    5. Revise (if necessary) our understanding of the current piece of the diagram based on what can be expected from the previous steps.
    6. Look at the pieces of the diagram that are recipients of the products of the current step and determine their needs.

    With all the above understanding in place, we are now in a position to get each step as close to perfect as we can. Get the relevant stakeholders together and with their undivided attention start deconstructing each step Combining the steps, while still considering any differences or modifications will give us something that is a lot closer to ‘Right the First Time’ than any process that sketches a diagram and starts development immediately based on incomplete knowledge.

    Step 2: Break the high level diagram into pieces and determine who is involved with each step; their involvement; the time and effort required and then get their time and commitment. Now we can launch the next step.

  • Quality Assurance – Right the First Time (Part One)

    Quality Assurance is frequently confused with Quality Control (Software Testing) and many people will sell Quality Assurance Solutions and provide Software Testing. Quality Assurance refers to methodologies and processes that try to avoid errors and mistakes in the first place and getting it right the first time.

    It is also confused (as we have mentioned in the past) with slowing down the process and stopping projects from completing. If this occurs then the Quality Assurance is being implemented at the wrong level. We need to take a step back and look at the overall process to determine where the impediments to completion are occurring and fix those problems. Quality Assurance (properly applied) gets projects done faster and better.

    So what does, ‘Right the First Time’ mean in practical applications.

    The following is a partial list:

    1. It means determining with some degree of accuracy what we are trying to do in this project.
    2. It means recording, in a format that can be distributed, some details of how that solution is going to look on completion. These are frequently referred to as requirements.
    3. It means creating a solution that properly reflects what we want at the end and ensuing that any deviations are understood and accepted.
    4. It means going back at each stage and making sure we have it right before we move forward.

    What does it not mean? (Also a partial list)

    1. It does not mean bringing everyone in to review everything all the time so that everyone gets inured to any errors.
    2. It does not mean mean putting in Checkpoints that bring the project to a complete halt. Checkpoints, properly implemented, are fine.
    3. It does not mean letting everyone do what they want and then piecing it together afterwards and hoping it works

    Your Quality Assurance processes can mean the difference between success and failure; profitability and loss; company survival and the end of the organization.

    Step 1: Make a small diagram of the process you follow in your projects. It should not fill more than one page and is only a high level hand drawn sketch. That provides a high level framework. Next week Step 2.

  • Acting on the Results – Redoing

    Last week we discussed how to measure the results of a Process Improvement initiative and how to successfully implement the process. This week we have assumed that the Process Improvement Initiative has been completed and we are now faced with Acting on the Results.

    There are two possible outcomes from the results and both lead to further action.

    1. The measurements and metrics indicate a successful process improvement and we have achieved the results we want.
    2. The measurements and metrics indicate an unsuccessful process improvement and we have to decide what to do next.

    In the beginning it is usually suggested that we review the measurements and derived metrics to ensure that we are measuring what we thought we were measuring. A false positive, (we think our program was successful but it was not) can be caused by either measuring the wrong item, deriving the wrong metrics or drawing the wrong conclusion. If the analysis indicates that the conclusion is correct then the following steps are recommended:

        1. Determine a new process improvement initiative.
        2. Determine if our existing metrics will properly measure the new initiative.
        3. Define new metrics as required.
        4. Implement and measure as before.

    If, after due analysis, we determine that our process improvement initiative did not lead to the correct result, then we have to decide between the following two possibilities:

        1. Undo the changes made and revert to the previous method of doing the process.
        2. Initiate another process improvement session to change the process to something better.

    For either of the above, we still need to measure and make sure we are accomplishing what is desired in terms of Process Improvement or maintenance of the status prior to the initial change.

    Note that none of this is based on supposition or guessing. No changes are made without supporting statistics.

    Next week: Quality Assurance – Doing it right the first time.

  • Acting on the Results

    This is the first of two blogs devoted to implementing metrics and discusses the piece most likely to cause failure. Assuming that the metrics were properly identified, measured and the results analyzed, we are now at the point of Acting on the Results of the metrics.

    There are two major ways in which a organizations tend to act on results.

    1. Making major changes all at once and cleaning up the results.
    2. Incremental changes

    Making major changes all at once

    In this approach the organization identifies where it wants to be, determines the changes and makes them all at once. This is sometimes called the Big Bang approach, often followed by the Gib Gnab which is a Big Bang in reverse
    There are several steps:

    1. Determine where the end point of the changes would be
    2. Make the changes to get there
    3. Look for what has gone wrong or is incomplete or has been resisted (this will likely be a long list)
    4. Fix the problems

    Incremental changes
    In this approach the organization identifies where it wants to be, determines the changes and decides on individual small steps that will end up getting to the correct point.
    There are several steps:

    1. Determine where the end point of the changes would be
    2. Determine individual small steps that will ultimately lead to the end result
    3. Coordinate the individual steps for each objective
    4. Obtain buy in from the affected parties for the individual steps
    5. Start making the steps
    6. Measure the progress continuously making changes if any measurements show adverse results
    7. Watch for progress towards the final goal

    If the above process is carried out correctly, not only will we get to the final point, we will also have support for our next measurement program. If any of these look unfamiliar give us a call and we will talk about it.

    Next week: Acting on the results – Redoing

  • Quality Assurance Supports Process Improvement

    Quality Assurance Supports Process Improvement by showing us when the improvement has occurred. This is typically done through measuring the existing process; making the change and then measuring the results of the new process. In last week’s blog we discussed examples of Process Improvement. Now we need to ensure that the Improvement has actually occurred.

    The initial steps to tracking improvement are as follows:

    • Identify the process we want to improve
    • Identify the aspect of that process that needs to be improved
    • Identify a characteristic that will show if the improvement has taken place after the change
    • Find or create a measurement that will show change occurring in the characteristic
    • Measure the characteristic under the current process for a sufficient length of time to get a valid result
    • Make the change
    • Measure the characteristic under the new process for a sufficient length of time to get a valid result

    The above steps are not necessarily easy and will depend on what already exists in the place you are working. In order to do the first three steps you need to have processes in place or be able to identify them and their characteristics. The fourth step requires working out a measurement that validly checks the aspect that is planned for improvement. We then need to wait for while the measurement is taken with the current process. The change has to be implemented and used in the process without any modifications in order to allow us to make valid measurements of the impact of the change.

    Once all this is done, then we are in a position to measure the difference and decide on whether the process was actually improved. Quality assurance supports all of this by defining the necessary measurements, gathering the statistics and analyzing the results. NVP Software Solutions can complete all of the above steps for you.

  • Examples of Process Improvement

    Examples of Process Improvement are sometimes a little harder to find and measure than Product Improvement. As long as you have a standard to compare a product, any change can be determined and it is usually easier to determine if the quality of the product has improved or not. Also, we may not have to actually determine the measurement methodology prior to the product being produced. We can take an existing product, determine a standard and decide if it has met that standard. Future products can then be compared against that standard. A process, on the other hand, does not necessarily have an end product. It is part of what produces the end product and may not ‘exist in the literal sense’ after it is finished.

    There are two ways we can measure Process Improvement and then determine if the Process has improved.

    • Measure the created product. This becomes product measurement and that can be used as feedback to improve the process.
    • Measure the actual process.

    The first has already been covered so we will discuss the second.
    If we make a change to the process, the fundamental question is has the process improved.
    Examples:

    • The process continues to generate product after a change with no reduction in quality. Process Improvement.
    • The process generates the same product while using less materials. Process Improvement.
    • The process generates the same product with less waste. Process Improvement.
    • The process is halted or interrupted less often than before. Process Improvement.
    • Less resources are required for the same quality product. Process Improvement.
    • The process has reduced variation. Process Improvement.

    All of the above require a proper measurement process (another process) to be in place before the process is launched. It is very difficult to measure some of the above process improvements without having an existing measurement process in place. This may eventually remind you of The Siphonaptera!

    However, if you want to find out about your own processes, take a look at our Assessment process which identifies them.

  • Process Improvement

    Ongoing Process Improvement is the second critical aspect of process implementation. Last week we identified the components of a process. Once they are identified and it has been determined if they are applicable then the next step is Process Improvement.

    Many organizations identify the need for Process Improvement but they seem to say it as statement sliding the two words together as if it is something that will occur without effort and frequently without results. Philip Crosby’s book “Quality is Free” talks about this and in our last post we mentioned getting the process just right. Getting it just right is not a one step process. At a minimum it is a 4 step process and those steps contain a lot of subsidiary detail.

    Initially, as mentioned last week, we have to identify the processes that are in existence. Part of NVP’s Assessment process is to identify the existing processes. This can be done internally although that can be more difficult since people tend to live through the process and cannot see it ‘from the outside’.

    Once the processes are identified, then we need to see how they can be improved. This requires thinking ‘outside the box’ and coming with fresh insight to existing processes. A critical piece of this is to determine how the suggested processes can be measured. Without measurement it is impossible to know whether improvement has taken place. Peter Drucker – “you can’t manage what you can’t measure,” and extended to say “if you can’t measure it, you can’t improve it.”

    The next step then falls into place. We take the recommended improved process and try it out while taking measurements. Once the process has had some time to be tested, the measurements are collated and it is determined if the process has improved.
    There are two possible outcomes:

    • Process Improvement has occurred. In which case then we look for further process improvement.
    • Process Improvement has not occurred. In which case we discard the suggested process and look for some other way to obtain process improvement.

    Next week we will provide some examples.

  • Quality Assurance Processes

    Quality Assurance Processes are key to a successful project. Before we get into the where and why, here is  a brief overview of processes as we see them.

    A Quality Assurance Process has several components which are often described via a workbench.
    The following are common to most of the workbenches we have used:

    • Inputs are items that are provided to the workbench. Frequently they are the output from another workbench and they should be subject to entrance criteria.
    • Some Do Process to which the Inputs are subject
    • Some Check Process after the Do Process has completed
    • Tools may be used to assist in the Do and Check Processes
    • If the product or process passes then it is delivered to the next workbench or to the final customer
    • If the product or process fails then rework is undertaken to correct the errors
    • Standards should be applied to all the other components of the workbench

    The key point is to determine where to apply the processes for the most impact and best ROI.

    Too Much Process

    There are companies (some of them no longer in business) who applied processes to absolutely every step and every thing they did. They ‘bogged down in process’ to the detriment of the actual work they were supposed to be doing. There were too many processes to remember and people actually devoted time to working out how to avoid the process.

    Too Little Process

    The opposite of the above are the companies that avoid process entirely. Everything is left to current thought of the day and it can be changed tomorrow. These companies are at Level 1 (or less) of CMMi and very little actually moves each day since everyone knows it can change before. People resort to doing as a little as possible while waiting on the final decision.

    Just Right Process

    The best way is the Just Right Processes. We will talk about that next week.