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Okay it has been a while since my last installment in this series. Aside from my general
inability to stay focused on a single topic (what was I thinking committing to a nine part
series) I got really swamped preparing for Agile 2008. Ive got two talks coming up in
November on this material, one of which has a presentation due in early September, so I
guess it is time to get busy and get this series wrapped up.
Last time we covered Communications Management, in this post well discuss Quality
Management.
As always, lets start with the PMI definition of Quality Management. According to PMI,
Project Quality Management includes all the activities of the performing organization to
determine quality policies, objectives, and responsibilities so that the project will satisfy the
needs for which it was undertaken. There are three processes included in this knowledge area:
quality planning, perform quality assurance, and perform quality control.
If youve been following this series, youll know that my general approach with the PMI is to
take guidance from the PMBOK and figure out how to satisfy the intent of the process with a
more agile practice or principle. Agile is all over quality planning, quality assurance, and
quality control but we often use different language to describe how we satisfy these
objectives and we often plan for these activities in a pretty different way.
Lets see what we can do to bridge the gap
Quality Planning
PMI Definition: Identifying which quality standards are relevant to the project and
determining how to satisfy them
Quality planning is really about the initial set of assumptions (we make as an agile team)
about how we are going to manage quality on our projects. As it relates to developing
software, quality planning has mostly been done for us it is implicit it is understood by
virtue of the fact that we are using an agile methodology.
When we have discussions about doing test driven development, pair programming, or
continuous integration; we are making decisions about how we are going to handle quality.
The decision to make use of acceptance criteria is simply a decision on how we will know we
have met the requirements of our stakeholders.
Are we going to do unit testing? How about manual regression? Will we need to test for
performance, scalability, or security? How will we know we have met any applicable
regulatory or audit requirements? I would venture to say that most agile teams are having
these conversations. Even if your team is not writing this stuff down or getting sign-off, you
are implicitly developing your quality plan.
It is up to the team to balance how much of this needs to be documented. Ask yourself to
what degree will a document facilitate understanding or help with stakeholder
communication? Consider how much documentation is required by your organization. Keep
things simple, minimally prescriptive, and make provisions to adapt your plan as you learn
more about the emerging solution.
Perform Quality Assurance
PMI Definition: Applying the planned, systematic quality activities to ensure that the project
employs all processes needed to meet the requirements
Youve made some initial decisions about how your team will meet the quality expectations
of the organization now it is time to execute. Quality assurance is about making sure we
are building the right product from the very beginning.
Early in the iteration, we meet as a team with our customers to define exactly what is to be
built. Every role on the project has the opportunity and is encouraged to be involved. There
are people looking at the requirements from every conceivable angle: system architecture,
development, QA, analysis and design, and usability. We explore the problem from all
perspectives, before we set off writing code, to ensure we are building a complete product.
Once we get started building out the features, we immediately execute our testing plans. At a
minimum, agile teams are writing unit tests and doing continuous integration. We know at
every moment of the project how well the code is performing against the requirements.
If your team has dedicated QA members, the QA folks are testing right along with the
development team. Sometimes it is more exploratory and we are not looking for sign-off, we
are really looking for feedback. Feedback from the QA team is essential to making sure that
the product is evolving according to the quality standards we agreed to at the beginning of the
iteration.
The team holds itself accountable by meeting in a daily standup. This allows the team to stay
plugged in, assess progress, and identify impediments. In addition, the team has constant
access to the product owners. This constant visibility allows the customer to fine tune the
solution, as it is being built, to ensure that the product will meet market requirements.
Perform Quality Control
PMI Definition: Monitoring the specific project results to determine whether they comply
with relevant quality standards and identifying ways to eliminate causes of unsatisfactory
performance.
Even though quality is the focus from the very beginning in an agile project, we still seek to
validate outcomes and formally track the quality of the product we are building.
The advantage of automated testing is that we know the health of the product in real time. We
are able to measure and track defects and get them resolved as soon as they are introduced
into the build. Manual testing, in parallel with the automated testing, gives a more intuitive
way to exercise aspects of the code the are difficult to automate.
As a project manager I am constantly tracking burndown at the project level to see how well
the team is doing against the backlog. Within the iteration, I am tracking task progress to
make sure that we can deliver on our commitments. Agile teams also track defects, defect
status, and test trends. All this gives the team a way to continuously control the project
quality.
Agile teams dont wait until the end of the project to test, when we have the least amount of
time to actually fix a problem, or respond to a change. We know at all times the health of the
project, if the team is burning hot, if defects counts are trending up or down, how well we are
resolving issues, and if those issues are becoming impediments to getting new product built.
Agile teams review features with their customer as they are completed. They do formal
product demonstrations and retrospectives at the end of every iteration. These processes
allow the team to control, not only the quality of the emerging product, but also of the
processes we are using to deliver that product.
All of this feedback gets folded back into the plan, adjustments are made, and the team adapts
based on what they have learned from regularly delivering code.
Next up Procurement and Human Resources. Well save Risk Management and Integration
Management for last!
==================
1. Check sheet
2. Control chart
Control charts, also known as Shewhart charts
(after Walter A. Shewhart) or process-behavior
charts, in statistical process control are tools used
to determine if a manufacturing or business
process is in a state of statistical control.
If analysis of the control chart indicates that the
process is currently under control (i.e., is stable,
with variation only coming from sources common
to the process), then no corrections or changes to
process control parameters are needed or desired.
3. Pareto chart
5.Ishikawa diagram
Ishikawa diagrams (also called fishbone diagrams,
herringbone diagrams, cause-and-effect diagrams, or
Fishikawa) are causal diagrams created by Kaoru
Ishikawa (1968) that show the causes of a specific event.
[1][2] Common uses of the Ishikawa diagram are product
design and quality defect prevention, to identify potential
factors causing an overall effect. Each cause or reason for
imperfection is a source of variation. Causes are usually
grouped into major categories to identify these sources of
variation. The categories typically include
People: Anyone involved with the process
Methods: How the process is performed and the
specific requirements for doing it, such as policies,
procedures, rules, regulations and laws
Machines: Any equipment, computers, tools, etc.
required to accomplish the job
Materials: Raw materials, parts, pens, paper, etc.
used to produce the final product
Measurements: Data generated from the process
that are used to evaluate its quality
Environment: The conditions, such as location,
time, temperature, and culture in which the process
operates
6. Histogram method